Would you agree that the performance of your organisation is only as good as the combined performance of each employee? And, that the responsibility for exceptional staff performance lies predominantly in the hands of your managers? So, that would mean if you can significantly improve the performance of your managers then you could reasonably expect a significant improvement in the performance of your staff. Exactly!
Let’s explore that for while. There is no doubt that managing in the modern organisation is a lot different than it was even ten to fifteen years ago. Escalating market competition and customer expectations, the onslaught of globalisation and the take over of the internet, growing stakeholder demands and the pressure to do more with less, decreasing people resources and increasing technology, oh, and yeah, the skyrocketing number of Gen Xers coming into the workforce. All this means that, for managers to be effective they have to adopt a very different approach than the dictate, rule and conquer style used by many of our mentors and role models.
So, what does it really take to be a FANTASTIC manager in today’s workplace?
When I sat down to write this article I began by thinking about the most fantastic manager I ever worked for. It was in the early 90’s and the organisation I was working for was facing the need for significant change. He was given the responsibility of developing change strategies that would ensure we would gain a significant competitive advantage in the marketplace and be well positioned for future growth. Thinking back over this time I remember being highly motivated, working extremely hard and being willing to do whatever it took to ensure we succeeded in our goals. I thought “Wow, that’s what every manager wants from their employees!” I made a long list of the characteristics that made this manager ‘fantastic’, here are the ones I consider most important.
What makes a FANTASTIC manager?
- Accurate alignment of competence with responsibility
This quality comes first on the list by reason of its importance. Placing the right people in the right role is, in my experience, the most crucial skill a manager must possess. If your managers are not spending a significant amount of their time ensuring they employ the right people, or they do not see this as the most important part of their role – “Houston we have a problem!!” You might think I am over dramatising this point, believe me I’m not. A recent article in BRW quoting a Harvard study suggested recruitment and placement should occupy ‘the majority’ of a manager’s time. When you have people who are competent and committed to doing their job, most of your problems are over.
- Handing over responsibility
More than ever managers have to operate in an environment where they are neither controlled or controlling. In many cases the competencies and expertise they are managing are totally outside of their own skill set. More and more the individual is being required to take greater responsibility and accountability. People have to be trusted to set their own goals and be answerable for their own productivity. Of course Gen X doesn’t have a problem with this, but us Babyboomers still cringe at the thought of telecommuting or the virtual office. (What if they just goof off all day at home??) That makes the next point so important.
- Proactive and objective management of performance
Let me make a bold statement, it will be impossible to survive as a manager in the post-capitalist organisation if you don’t get your head around the principles of effective performance management. I am not referring to simply conducting an annual performance review. This involves clearly defining roles, setting measurable goals, providing ongoing support and regularly reviewing progress. Management today is not about managing a workforce it is about managing individuals. You have to know each member of your team personally. You have to be familiar with their personal goals and aspirations and you have to ensure these are well aligned with the business initiatives of the organisation – you have to proactively and objectively manage their performance.
- Acting as a ‘Ghostbuster’
A strange one? During the Gulf War the frontline troops were experiencing difficulty securing the resources and provisions they needed due to bureaucracy and red tape. The military addressed this problem by appointing a number of very highly positioned generals whose role it was to simply walk the frontline, provide encouragement and identify the problems the common soldiers were experiencing. They would then go back to their headquarters, bypass the bureaucracy, cut the red tape and make it happen. They were nicknamed the Ghostbusters! This is such a wonderful analogy of the role of the modern manager. Rather than being in a controlling, dominating role today’s manager acts as a support and resource to those working for them – those people actually ‘doing the work.’
- Providing development opportunities
Organisations today look more like vines than they do stepladders. The corporate ladder is quickly disappearing and the old carrot, ‘stick with us and you’ll make it to the top’ is no longer relevant. Holding onto, especially good, employees is becoming increasingly difficult and today’s managers are faced with the continual need to provide growth opportunities. Modern employees, particularly Gen X, are not all that interested in notional trinkets such as gift vouchers and movie tickets (although these do have their place in creating a motivational environment). Managers in the modern organisation must provide opportunities for ‘horizontal’ growth, giving employees the chance to grow ‘fat’ in their roles, learning new skills, developing new competencies, facing new challenges.
These are just a few of the characteristics of FANTASTIC managers. Your challenge is to continue to develop these and other important skills required to manage in the modern organisation. If you achieve this goal I will guarantee the result will be not only motivated and positive employees, but also productive and highly profitable organisations.
Author Credits
Mark Holden, Matrix Global International. Mark Holden is an expert in the area of business and performance improvement. For over twenty years he has been working with organisations, managers and individuals helping them to achieve practical, sustainable results. Mark is a sought after conference speaker, author and business educator. Mark can be contacted at, Matrix Global International Phone: 02 9969 4770 or Web Site: www.matrixglobal.biz.