Set them up for Success (eBook, ePUB)
A practical Approach to managing your team
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Many people are ushered into managerial positions without the required training. Some become managers through a promotion that comes in recognition of their technical expertise. Others become managers after receiving formal training. What makes the difference, does it matter how one gets to be a manager? Does the manager's skills reflected in the team's performance or is the performance of the team reflective of the manager? What about those who refuse to take responsibilities of managing others? Whether you believe managers should be trained first before taking on any role or not, we will mos...
Many people are ushered into managerial positions without the required training. Some become managers through a promotion that comes in recognition of their technical expertise. Others become managers after receiving formal training. What makes the difference, does it matter how one gets to be a manager? Does the manager's skills reflected in the team's performance or is the performance of the team reflective of the manager? What about those who refuse to take responsibilities of managing others? Whether you believe managers should be trained first before taking on any role or not, we will mostly likely agree that knowledge of your team is very important.
In order to improve, managers need to deliberately set themselves to grow people skills; and pause, reflect and learn from past experience with their team. Technical competency alone is not usually useful in effectively managing a team. When technically competent employees are assigned to manage a team for the first time, they are often shocked to learn that managing people is actually a daunting task. New managers often confuse 'telling their team what to do' with managing the team. New manager often feel that they should know everything about the job of their subordinate and their communication or lack of it often determines success of failure. Success in managing a team does not come solely from what the manager communicates to the team. Policies and procedures do not cause managers to succeed. Managing a team successfully demands more from the manager than technical skills. Although words and written messages convey a huge portion of our communication with the team, researchers have found that teams are often inspired to act by how the manager makes the team feel. The extent to which the manager connects and inspires the team sets the tone for success or failure.
A Skilled manager often sets the team on the path to success by helping the team grasp the vision of the organisation and walking along with the team towards the vision. Mediocre managers point the vision and follow the team towards the vision. A Skilled manager doesn't rely on formal authority to get results from the team; they rely on their knowledge of the team, their ability to connect and inspire the team. Skilled managers know have the balance right between tight and relaxed controls. They invest in and grow people; and they help individuals to leap higher and let them grow wings with time through provision of intentional growth opportunities. Skilled managers succeed with the team, their success is not individual. It comes from the grassroots, starting with the cleaner who keeps the machinery dust free.
In order to improve, managers need to deliberately set themselves to grow people skills; and pause, reflect and learn from past experience with their team. Technical competency alone is not usually useful in effectively managing a team. When technically competent employees are assigned to manage a team for the first time, they are often shocked to learn that managing people is actually a daunting task. New managers often confuse 'telling their team what to do' with managing the team. New manager often feel that they should know everything about the job of their subordinate and their communication or lack of it often determines success of failure. Success in managing a team does not come solely from what the manager communicates to the team. Policies and procedures do not cause managers to succeed. Managing a team successfully demands more from the manager than technical skills. Although words and written messages convey a huge portion of our communication with the team, researchers have found that teams are often inspired to act by how the manager makes the team feel. The extent to which the manager connects and inspires the team sets the tone for success or failure.
A Skilled manager often sets the team on the path to success by helping the team grasp the vision of the organisation and walking along with the team towards the vision. Mediocre managers point the vision and follow the team towards the vision. A Skilled manager doesn't rely on formal authority to get results from the team; they rely on their knowledge of the team, their ability to connect and inspire the team. Skilled managers know have the balance right between tight and relaxed controls. They invest in and grow people; and they help individuals to leap higher and let them grow wings with time through provision of intentional growth opportunities. Skilled managers succeed with the team, their success is not individual. It comes from the grassroots, starting with the cleaner who keeps the machinery dust free.
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