WHAT DOES ‘WELL MANAGED’ ACTUALLY MEAN?
When talking with business people about why they let a role over time, there is a frequently used expression: ‘I left this role because of my manager’.
What does this really mean, and importantly, what can be done to fix the issue? What constitutes good management? Does the managed team have a realistic level of expectations from those who manage them? And do either party ever sit down and objectively review what they need or expect of each other?
To blame your manager for less than acceptable outcomes (whether they be actual results, productivity, environment, culture etc.) can be a pretty long bow to draw. Particularly if your next level of authority is at best in the middle of the hierarchy of the organisation.
Often you need to work with your management to achieve the desired result, which can often be mutually sought after. Let’s call it facilitating management from ‘both sides’ of the table.
In today’s hectic world it is hard to keep key staff. It’s increasingly difficult for workers to find the ideal role, and it is a reality that many employees and managers have had their careers on hold during the pandemic. What’s more, skill sets required for success in our new world have changed but many of the basics have remained, which if applied well will assist in retaining staff and improving productivity.
One of the most important and motivating aspects of an outstanding manager’s profile is the ability to clearly communicate the organisations vision and share that knowledge such that it motivates teams toward success. Complimenting the ability of a manager to communicate is an understanding of what people are expecting, often achieved through an ability to listen.
If, as a manager you listen and understand what your team are motivated by, and what they are looking for in their work environment, you can design solutions that meet those expectations and assist in achieving corporate objectives. This approach can create a win/win outcome which properly delivered will have often have the subordinate offering the manager’s ideas as their own. You will regularly hear from well managed teams that they don’t know how it happens, but it seems they are suggesting their managers ideas as the preferred actions. If this is the case, then it is likely the matter has been well managed.
There is no question that if there is ownership of a direction or action by the person performing the task then it has a much greater chance of success. Put simply: Listen, talk and then act when approaching management challenges or decision making, make sure it is in this order.
These activities are a good way for both managers and team members to link up and become like-minded regarding management of their mutual space.
If you better understand a situation, have discussed the options then agree upon actions moving forward you will have a much more harmonious work environment which allows working together with an understanding of how the action will affect all parties.
Remember, listen, talk and action – in that order, and look forward to a more congenial, productive and collaborative work culture.
Tanner Menzies has a wealth of experience in the recruitment and HR sector. If you’ve ever wanted to own your own recruitment business under the guidance of experienced professionals, call Peter Gleeson 0419367569, Ian Stacy 0417478229 or Peter Tanner 0419826637 or visit tannermenzies.net.au for more information.