Rapidity, Complexity, and Frequency of changes (RCF) occurring constantly are key factors that managers have to deal in today’s ever-changing environment. Further there is a pressure to achieve not just targets but deliver results within a limited period. So we call this a Changing Managerial Challenges Changing, for the RCF of tomorrow may be different from today.
Earlier one had a map to know where you are, where you need to go, and devised means of how to get there. Managers of today do not have any map, but have to devise how to get there, by knowing where you are and where you need to go. Gut and Instinct are the key, but this comes out of experience.
A good manager is able to effectively work with the team of people, understand their needs and abilities, helping them to be productive and impactful to not only achieve targets, but get the desired results.
As a manager, one has to not only be a performer, but make that hunger of performance contagious in the team by motivating, leading and guiding the team members, promoting healthy interpersonal relations.
Versatility is the key for a Manager. While the qualities stated are not unique, the linkage between these qualities, are important. Managers would need to possess these eight qualities for sure, to have a symmetrical octagon.
It is interesting thing to note that these words appear in pairs, but are deeply interconnected. They are unique by themselves, but also have a subset of qualities of other words.
Command and Control is a typical Military term, while Contribute and Coach would foster lots of collaboration. Coordinator and Captain would mean gauging the mood and setting the course of action, while Creator and Cultivator would mean lots of planning and implementation.
As a COMMANDER who can move their organizations forward by thinking strategically on the directions they need to take, by looking beyond the current day-to-day work needs and determine where the organization needs to go. This quality helps form relationships beyond the organization to build and maintain the reputation of the organization.
As a CONTROLLER, one should be adept at defining the problem and take the initiative to determine a solution, using planning and goal-setting skills, and decide what to delegate to ensure that individuals understand what they are being asked to do. Don’t we have designations of a Controller, prefixed or suffixed by the field of specialization?
As a CONTRIBUTOR, be task oriented and work focused, to lead by example by ensuring that personal productivity is attended to along with motivating others, such that organization’s productivity is at its highest potential. This is a typical quality that is taken for granted, and many feel that the Manager should be better at seeking ideas than foisting them on the team.
As a COACH, be constantly engaged in the development of people by creating a caring, empathetic orientation: being helpful, considerate, sensitive, approachable, open, and fair. Some tend to just advice and then blame the team for not achieving results. The role is not divorced, for the Manager has a dual role of being a player and a coach.
As a COORDINATOR, foster a collective effort for the organization, building cohesion and teamwork, and managing interpersonal conflict. This quality is again seen as something that needs to be delegated first and tends to be given to the weakest person.
As a CAPTAIN, pay attention to what is going on in the organization, determining if team members are meeting their objectives, and monitoring to see that the team members are achieving the goals. The observer is also responsible for understanding what is important for the team to know and ensuring that information overload does not occur. The role of the CAPTAIN is crucial, for is the person leading by example or someone who leads from behind.
As a CREATOR, facilitate adaptation and change, paying attention to the changing environment, identifying trends impacting the organization, and, then, determining needed changes for the success of the organization. Creativity and Innovation seems to be the buzzword today, but it was always and will always be as it tends to be the differentiation.
As a CULTIVATOR, take responsibility for planning work, organizing tasks and structures, and then following up to ensure that what is committed to is completed by attending to technological needs, staff coordination, crisis handling, and so forth. Best parallel would obviously be farming for it is the chief farmer who knows the soil conditions, weather conditions, external challenges in terms of pests or animals, and the necessary resources for optimal results.
Being aware of these qualities is just the first step, but recognizing which quality to deploy and in which situations depends on the managerial and temperament. Horses for course is what one calls it.
Which of these qualities do you think you are strong at and which are the ones that you need to work on? Reflect on some successful Managers and Leaders, and you will be able to reflect on the styles adopted.