When managers struggle to manage
A manager’s job is not the easiest of jobs.
In a conversation with a CEO recently, we discussed the challenges managers face and how the management role requires a very different skillset from other positions.
It's common for managers to be promoted based on their demonstrated skills and dedication in past roles, a transition that often stretches them beyond their current competencies,1 and thus the struggle. (This is often the case for business owners too, who find themselves having to manage growing businesses). It’s a natural and normal part of forward progression.
Just as they had to initially learn the skills of operational work to perform in previous role(s), the emerging manager must learn the new skills of managing the performance of others to be successful in the current role.
From my time coaching managers, here are three recurring competencies that often require upgrading.
Time and Task Management
Going into the day and week with a prepared plan rather than operating spontaneously;
Creating time to think, not just do;
Understanding all tasks are not equal and then prioritise accordingly;
Capacity to work in focused blocks of time; and,
Ability to dedicate a significant portion of time to overseeing the work and well-being of the team.
Related post: Planning. Ten thoughts to boost productivity and reduce overwhelm
Delegation Effectiveness
Learning the difference between delegation and abdication and becoming an effective delegator. This is about supporting people and following up with them until the results are achieved.
Developing a delegator’s mindset by always asking: should I be doing this or should somebody else? A corollary of this is resisting the temptation to do the task ourselves because of (mis-)perceiving it will get done faster and to a higher standard. An effective leader builds the capacity of their people by releasing control at the right time.
Using the delegation process to identify up-skilling needs and arranging training or coaching as necessary.
Related post: How to transfer low-value activities away from you
People Management
Becoming more personable, and approachable;
Aligning people’s strengths to their roles;
Demonstrating interest in people’s broader lives, not just their work lives;
Asking the question, “What can I be doing more for you; how can I support you better?”
Influencing others to create greater levels of self-motivation and confidence;
Thanking the team for their efforts and praising them for a job well done;
Providing pathways for growth;
Understanding: The more I invest in my team and equip them to be the best they can be, the more effective I will be in my management role.
Related post: People matter
Of all the competencies relevant to successful performance in a management role, I have found the ongoing development of time and task management, delegation, and people skills, to be of critical importance. They also have the power to decrease struggle and improve ease which helps the manager feel confident, effective and happy in their role.
I am currently coaching numerous managers in these particular areas so if you’d like to discuss your particular needs (either yourself or your managers) feel free to give me a call or reply to this email. You can also check out my executive coaching page here.
Ray
You are welcome to download a free chapter on Leadership from my book, How Efficiency Changes The Game. You can also buy my book which covers the three points above (as well as a number of other areas).
*Edited by Michelle Sexton
*Photo by Andrea Piacquadio
ray@rayhodge.com.au; www.rayhodge.com.au; +61 403 341 105
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Fantastic share today Ray, keep 'em coming!