Are you a Mega Manager?
Are you a Mega Manager?
Obviously there are different ways to "manage", finding your comfort zone is crucial, but you are not able to do that unless you truly know "yourself".
Ask yourself a few questions and this insight will help you gain an awareness of what kind of manager you might be:
* Do you trust everyone in your team
* Are you comfortable delegating to others
* Can you "let go" once you have handed over a project
* Are you available to your team
* What do you know about your team
* Do you feel it is important to socialise with your team
* How often do you have one on one sessions with members of your team
Do you trust everyone in your team?
That is a good question. What is trust? I believe trust comes from knowing the other person, believing in their integrity and knowing they trust you. Once the common theme of trust is developed the manager knows he can leave the other person to get on with the project. If there is a problem at any point knowing they will ask for help or advice gives the manager a sense of security.
Are you comfortable delegating to others?
Being able to delegate projects to others without feeling you have to baby-sit the team enables you to move on with more important matters only the manager can do. Not being comfortable delegating means that you are probably checking up on the team and making them feel uncomfortable. Leaving them to get on with the project, and knowing they will ask for guidance if needed is what the team deserves
Can you let go once you have handed over a project?
This is where the "clinging process" can hold back a good manager. Trying to cling on to the project and always have a say in it, even when you have handed the project over to someone else, can only lead to members of your team believing you do not trust their judgement. Obviously you will be asked for your opinion somewhere in the process and this is where a team collaborates and works towards a common goal.
Are you available to your team?
This is quite a basic part of being a manager. A good manager always conveys to his team that he is "available", whether it is a work challenge or a personal challenge, advice or support is a valuable asset to offer your team. Some managers make it easier for their team to know they can be approached by setting aside a special time that is allotted purely for chatting about how their week has progressed. Other managers may prefer to arrange a lunchtime event where the atmosphere permits more time and is a bit more relaxed than within the office. True leaders make it known to their team that their door is always open and this promotes a comfortable feeling, with none of the fear of being told "this is not a good time". Obviously there will be times the managers door may have to be closed, but that can be made apparent in the calendar everyone sees.
Do you feel it is important to socialise with your team?
Socialising with your team members is important in the sense that it fosters the ability to be more relaxed and open. Lunchtime events are normally the most popular choice for socialising with just the team members. After hours socialising events may, on occasions include the spouses/family members of your team. This promotes a feeling for the spouses/family members of being included and it enables everyone to get to know each other better in a less formal setting.
What do you know about your team?
True leaders realise that being part of a successful team comes from knowing each member of his team. You know their strengths, weaknesses and, if they wish to share with you, you know some things about their personal life. Some things that might be beneficial to know are:
* Does this member of your team have interests outside of work.
* If the answer to the above question is "no" you have to make sure that stress and overwork is not a conflict in the sense that "all work and no play" can prejudice judgement and health on occasion.
* What hobbies the members of your team may have outside of work. This can give you a better idea what kind of person they are and what personality traits they have.
* If the members of your team have families, do they want to share information about their families? This can give you an idea what kind of support they might have outside of the work environment. Most people like it when someone takes an interest in their life and enquires how their weekend went etc.
* What visions do your team have for the organization and for their career transitions?
* Most importantly of all, are your team members happy and if not, why not?
How often do you have one on one session with members of your team?
If you read back over the questions and answers we asked earlier, this question will be easier to answer. You will know why these sessions are important and decide if you want to implement such sessions.
True leaders are not always born to lead; some leaders had to learn the hard way. Living life's experiences and learning from their mistakes, recognizing their strengths and weaknesses and being authentic makes a true leader a visionary!
Are you a Mega Manager - To learn more about this author, visit Linda Ockwell-Jenner's Website.
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Managing a team in today's environment means more than telling your team what to do! I believe that there are managers out there who already know this and exhibit a leadership ethic that promotes a healthy and happy team.
Obviously there are different ways to "manage", finding your comfort zone is crucial, but you are not able to do that unless you truly know "yourself".
Ask yourself a few questions and this insight will help you gain an awareness of what kind of manager you might be:
* Do you trust everyone in your team
* Are you comfortable delegating to others
* Can you "let go" once you have handed over a project
* Are you available to your team
* What do you know about your team
* Do you feel it is important to socialise with your team
* How often do you have one on one sessions with members of your team
Do you trust everyone in your team?
That is a good question. What is trust? I believe trust comes from knowing the other person, believing in their integrity and knowing they trust you. Once the common theme of trust is developed the manager knows he can leave the other person to get on with the project. If there is a problem at any point knowing they will ask for help or advice gives the manager a sense of security.
Are you comfortable delegating to others?
Being able to delegate projects to others without feeling you have to baby-sit the team enables you to move on with more important matters only the manager can do. Not being comfortable delegating means that you are probably checking up on the team and making them feel uncomfortable. Leaving them to get on with the project, and knowing they will ask for guidance if needed is what the team deserves
Can you let go once you have handed over a project?
This is where the "clinging process" can hold back a good manager. Trying to cling on to the project and always have a say in it, even when you have handed the project over to someone else, can only lead to members of your team believing you do not trust their judgement. Obviously you will be asked for your opinion somewhere in the process and this is where a team collaborates and works towards a common goal.
Are you available to your team?
This is quite a basic part of being a manager. A good manager always conveys to his team that he is "available", whether it is a work challenge or a personal challenge, advice or support is a valuable asset to offer your team. Some managers make it easier for their team to know they can be approached by setting aside a special time that is allotted purely for chatting about how their week has progressed. Other managers may prefer to arrange a lunchtime event where the atmosphere permits more time and is a bit more relaxed than within the office. True leaders make it known to their team that their door is always open and this promotes a comfortable feeling, with none of the fear of being told "this is not a good time". Obviously there will be times the managers door may have to be closed, but that can be made apparent in the calendar everyone sees.
Do you feel it is important to socialise with your team?
Socialising with your team members is important in the sense that it fosters the ability to be more relaxed and open. Lunchtime events are normally the most popular choice for socialising with just the team members. After hours socialising events may, on occasions include the spouses/family members of your team. This promotes a feeling for the spouses/family members of being included and it enables everyone to get to know each other better in a less formal setting.
What do you know about your team?
True leaders realise that being part of a successful team comes from knowing each member of his team. You know their strengths, weaknesses and, if they wish to share with you, you know some things about their personal life. Some things that might be beneficial to know are:
* Does this member of your team have interests outside of work.
* If the answer to the above question is "no" you have to make sure that stress and overwork is not a conflict in the sense that "all work and no play" can prejudice judgement and health on occasion.
* What hobbies the members of your team may have outside of work. This can give you a better idea what kind of person they are and what personality traits they have.
* If the members of your team have families, do they want to share information about their families? This can give you an idea what kind of support they might have outside of the work environment. Most people like it when someone takes an interest in their life and enquires how their weekend went etc.
* What visions do your team have for the organization and for their career transitions?
* Most importantly of all, are your team members happy and if not, why not?
How often do you have one on one session with members of your team?
If you read back over the questions and answers we asked earlier, this question will be easier to answer. You will know why these sessions are important and decide if you want to implement such sessions.
True leaders are not always born to lead; some leaders had to learn the hard way. Living life's experiences and learning from their mistakes, recognizing their strengths and weaknesses and being authentic makes a true leader a visionary!
Are you a Mega Manager - To learn more about this author, visit Linda Ockwell-Jenner's Website.
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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