Should A Manager be Loved or Feared?
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From my point of view Neither is required. Being loved or feared has no bearing on the success of an organization and the effectiveness of a manager.
It would be much better if the team members LOVED the system(s) they work under and FEARED failing to execute under a proven system that they had an opportunity to create or improve.
The best compliment a manager can expect is that they are organized and fair. That means that the manager made it very easy for each individual in their team to focus on and be successful at what they are delivering. They achieve this by effectively communicating standards and values and by providing the resources and training required by each person to succeed.
The best managers know how to make work fun. These managers have dynamic systems that can deliver the corporate objectives efficiently and effectively, systems that are open to improvement by the people who deliver them. The system is so efficient and effective that new team members would not need to have previous experience and/or existing team members wouldn't need to be flexible, multi-tasking workaholics to succeed.
After all there is little time or room for fun if when staff are frequently asked to shift priorities followed by intermittent calls of "Fire" that require them to work late.
Good managers defend their employees actions as they understand that they are responsible for and accountable to their employees actions. Employee failures are failures in systems that require improvement.
Good managers are on a path of discovery. They practice with organizational models and methodologies.
Are you a practicing manager?
Should A Manager be Loved or Feared - To learn more about this author, visit Dave Soteros'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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