Times of change present many challenges for organizations, particularly for managers whose people will be responsible for implementing the change.
Ironically, the times when you need your managers to perform at their very best are the very times they are most likely to fail. The challenge of change is compounded by the fact that the higher managers rise in an organization, the more likely they are to develop blind spots that increase their risk of failure.
This got us thinking: Why do managers fail and what can be done to avoid failure?
We have identified some effective management skills required for managers to stay on track and deliver:
- Keen Interpersonal and communication skills
- Leadership skills
- Resilience to change
- Ability to deliver expected results
- Ability to see beyond their function
Keen communication – In many situations managers simply don’t know what they don’t know. A road block could be that they aren’t communicating effectively with their team. If communication is effective, the greater the chance is that the manager succeeds. So it’s important that managers receive concrete feedback from their team regarding their communications skills to allow them to improve.
Leadership Skills – A good leader should clarify and communicate to the team their purpose and goals. If the team is clear on what their goals are – then a manager should provide the tools required to obtain them. A manager should be able to recognize and understand each team members strengths and weaknesses. Everyone has their own unique management style, but understanding this style and how to motivate your team as a leader is essential.
Resilience to Change – If a manager has a natural tendency to resist change, then it is important to make him aware of this tendency. Once aware of their tendancies enable the manager to develop their own way of adapting to change. When possible, demonstrate how the change will benefit both the organization and the individual.
Delivering Expected Results – Once goals are clear and you have the manager’s buy-in, establish a process for tracking their most important goals. Use these goals to create a personal “dashboard” that helps the manager set his own priorities that drive results. Require the manager to update his goals weekly, and use his progress to facilitate a coaching discussion.
See Beyond their Job – Don’t assume that the manager understands how their team relates with other units to achieve success for the organization. This should be spelled out explicitly, especially if the manager has spent little time outside of their current role.
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