The manager’s challenge is huge: to understand, organise and motivate people to achieve more, better and faster together.
Replace a lousy manager with a strong one and team performance typically goes up by between 13% and 29%. What makes a manager great? The research points us to seven talents that make the difference.
I’m a manager. Get me out of here. Becoming a manager has always been considered the natural course for someone who is progressing in their career. Be good at your job and one day you can help others be good at theirs.
Unfortunately, it’s not that simple. People management should be viewed as a separate job, or at least as a separate part of a job.
It requires unique skills that don’t necessarily come naturally. And if there hasn’t been a good role model to learn from, we can be left floundering and our direct reports disengaged and in disarray.
There are probably as many models for what makes a great manager as there are managers at work today. Some have hundreds of different tactics for managers to strive to – and companies create complicated competency frameworks to match.
Based on findings from over 100 peer reviewed studies, we’ve uncovered the seven key talents that describe the skills that all managers need to lead a team in today’s – and tomorrow’s – world.
At the centre of it all sits the ability to form, redefine, repair and maintain strong working relationships. This skill will multiply or dilute the effects of the other six talents. A manager with strong working relationships gets a disproportionate return on their efforts in the other areas.
To get the most out of your managers it’s important to remember what typically goes wrong in a workplace and what to do to get it right.
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The middle manager has been left to drift in the corporate wilderness. This is a dangerous oversight because the middle manager holds the key to the most pressing challenge for business, productivity. The wise leader will quickly welcome middle managers back as the company’s saviours before they realise that we need them more than they need us. For those company bosses keen to make middle managers central to their ambitions, here are 5 steps to get going. 1. Celebrate their role. Talk about how difficult it is to do even reasonably well, because it is. 2. Don’t be afraid to differentiate.Read more
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