The Management Blog
Tips & advice to help you improve your performance
When I was managing people within a busy financial institution, every single person who reported into me was within shouting distance!
It was easy for me to get an instant update on the status of a particular account or where a specific project was stalling.
I simply walked out my office and spoke face-to-face with the team member.
We see many reports about the skillsets that managers require to be effective and we observe a plethora of ideas ranging from the personal skills, like time management and good listening, through to the overarching skills of the great leaders, like mission and values.
As we enter a new decade, are the skills managers need changing in line with the advancements we are experiencing?
As a manager you’re going to find yourself in a position where you are required to regularly make decisions.
While you may, at times, feel as though you are guided by your own morals and beliefs, it is very important for you to remember to put your personal beliefs aside so that you can look at each situation objectively and make the most ethical decisions possible.
Why people experience stress
Stress is a natural, physical response to our perceptions of a stimulus. It has an evolutionary purpose; our need to protect ourselves and the innate ‘flight or fight’ aspect of our nervous system. When we were battling for survival, stress is what released the adrenaline that let us fight. So, although most of us don’t have to battle our way into the office each morning, the response to stimuli and the stress that results still exist.
Being a manager is never an easy job, but being a new manager is especially difficult. When you think about the competencies required of a good manager, they are constantly changed, updated and reviewed.
Whether you have just been promoted to a leadership position or have switched jobs and started managing a new team, this career move comes with certain challenges.
In our complex, VUCA environments we face today, no-one in your organisation, even the CEO, knows everything about everything. This requires you to rely and depend on the people who work for you to come up with ideas that would work in the real world.
Being able to delegate effectively to your team members requires trust and reliance.
Most managers we talk to are keen to discuss all aspects of talent management. Their interest is piqued when we ask questions like, ‘How do we attract the right candidates to apply for jobs at our company? What can we do to keep talented employees engaged? What are the main concerns of someone who we would class as ‘talented’?’