Old School vs. New School Managers
Old School vs. New School Managers
What do I mean by old school? Good question. From my experiences, it is the manager that expects his or her employees to adapt to their style of management (you’ll notice I did not say leadership). They expect others to show them respect (although it may not be returned) because of the position they hold, and not because it is earned. The working environment they create has a distinctive command and control flavor which keeps people on the edge, but not in a healthy way. Working with many different organizations, you would think I would not be surprised when I come across a manger, vice president, or president who refuses to accept the realities of today’s diverse workforce. But no … every time, I am stunned for just a moment until I remember that many managers don’t (or won’t) adapt to the people around them.
It was just a few weeks ago, I was in a coaching session with an individual when his manager’s manager (VP) stopped by to make a request. On the surface, it did not appear to be terribly urgent based on how they interacted but it was something about the VPs tone and body language that said “I’m the boss, drop what your doing, I need this done now”. The word “condescending” came to mind at the time.
Old School vs New School Managers - To learn more about this author, visit David Liddell's Website.
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I was speaking with a colleague the other day when the topic of “old” versus “new” school management surfaced. We shared our experiences and came to the (unscientific) conclusion that, although the leadership ranks are evolving, there is still a reasonable percentage of old school managers scatter throughout (almost) all organizations.
What do I mean by old school? Good question. From my experiences, it is the manager that expects his or her employees to adapt to their style of management (you’ll notice I did not say leadership). They expect others to show them respect (although it may not be returned) because of the position they hold, and not because it is earned. The working environment they create has a distinctive command and control flavor which keeps people on the edge, but not in a healthy way. Working with many different organizations, you would think I would not be surprised when I come across a manger, vice president, or president who refuses to accept the realities of today’s diverse workforce. But no … every time, I am stunned for just a moment until I remember that many managers don’t (or won’t) adapt to the people around them.
It was just a few weeks ago, I was in a coaching session with an individual when his manager’s manager (VP) stopped by to make a request. On the surface, it did not appear to be terribly urgent based on how they interacted but it was something about the VPs tone and body language that said “I’m the boss, drop what your doing, I need this done now”. The word “condescending” came to mind at the time.
Old School vs New School Managers - To learn more about this author, visit David Liddell'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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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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