If management skills came easily, then the failure rate would not be so high. In reality, four out of every ten newly promoted managers and executives will be terminated, fall below expectations, or voluntarily resign from their position within the first 18 months. So, if your goal is to attain a management position, you certainly don't want to be part of this dismal statistic. Do you possess the raw talents of leadership? Managers have their own unique styles, but some traits are consistent across the board. Consider the four essential qualities of all great managers.
Strong Backbone
Managers with flimsy spines quickly lose stature in the eyes of their employees. Great managers show conviction, tenacity, and boldness. Managers have every right to expect solid work performance and commitment from their employees, just as their employees have every right to expect a leader who rallies for them. If an obstacle prevents employees from performing at an optimal level, the manager must have a strong enough backbone to remove it. If a manager can't do it, who will? Mid-level staffers rarely have the ability, clout, or time to fight such battles--they depend on their leader to do so.
Great managers tap into the raw potential of each employee.
Some managers are overly concerned with conflict-avoidance. A strong desire to maintain harmony may cloud their judgment and render them ineffective. Weak managers play both sides of the fence by agreeing with the position of whomever they are talking to at the time. Trying to be everyone's buddy quickly unravels your authority and leads to disrespect.
To be a great manager, you must have a strong moral compass. Are you true to your beliefs and willing to fight for them? The responsibility you have to your staff to enable their top performance is paramount. Great managers are strong enough to go to bat for their staff time and time again.
20/20 Vision
Imagine this: In one canoe there are eight weary rowers. The crew captain, who is halfheartedly rowing in the back, barks out a few occasional instructions. "Row faster!" he says. "I'll throw you overboard if you don't want to be part of this team!" The crew has no idea where they are going. All they see is a vast expanse of water and all they hear is the irritating crack of their captain's verbal whip.
Now imagine another canoe, one with 8 robust rowers and a crew captain who participates vigorously. He is sweating just as profusely--and cheerfully--as his team, both enthusiastically striving towards a common goal. "Only 10 more miles!" he exhorts. "We'll reach the beautiful islands soon, so row steady, we can do it in record time!"
What's the difference between these two fanciful scenarios? The second crew captain is communicating a vision. Without a clear idea of where they are going, no team is likely to rally their efforts for a goal. Furthermore, their job satisfaction is likely to be modest. Human beings perform at their best when they are working toward a rewarding objective.
Are you able to generate enthusiasm and commitment by communicating a vision? This is a fundamental responsibility of managers. Without this talent, you seem like the pilot who announces good news and bad news to his passengers. The good news? The plane has achieved a perfect altitude and tailwinds are cooperating nicely. The bad news? You lost the flight plan and have no idea where you're going! Great managers "pilot" their staff confidently and energetically. They know the flight plan and welcome the opportunity to communicate it to staff.
Appreciation for Diversity
Great managers realize that they cannot change people. Rather, they focus their energies on bringing out the best in others. They understand that all employees bring with them many life experiences, values, biases, fears, and hopes. It's arrogant to think anyone, even the boss, has the power to shape another person into a cookie-cutter image of the "ideal employee." But many managers try to do just that.
Great managers tap into the raw potential of each employee. They see beyond the outdated management philosophy of "treating everyone the same." This is actually very bad advice. If you want a nervous, unmotivated staff, then be sure to treat them all the same! While you may personally respond well to straightforward feedback, for example, it is foolish to assume your entire staff feels the exact same way. Dishing up powerfully direct critiques to your more sensitive employees is a recipe for disaster. You'll break their spirit and create a mood of anxiety. Should they react this way? Maybe not, but what does that matter? It's wiser to stand on reality than some stubborn principle.
Smart managers take the time to discover what makes each employee tick. They know who needs autonomy and who requires frequent pats on the back. They have a knack for recognizing when they need to listen, and when to deliver a well-timed pep talk. In short, they have the basic insight and genuine appreciation for human diversity to treat each staff member like a unique package. These managers are rewarded with employees who feel respected and understood--an outstanding foundation for high productivity, loyalty, and superior job satisfaction.
Plays Well With Others
New managers stumble because they are unable to form strong relationships. Remember the statistic I mentioned above? Forty percent of all newly promoted managers will fail in some way within 18 months. The top reason for this failure, according to 82 percent of all survey respondents contacted by Manchester Consulting, is a failure to build partnerships with subordinates and peers. Other reasons cited were a lack of internal political savvy and poor communication with their boss of certain expectations.
Management is not a job of intelligence and textbook knowledge; it's about people skills, the ability to choose battles wisely, and maintaining the dignity of others even when there is legitimate conflict. Great managers have learned to avoid defensiveness and unnecessary turmoil with peers and subordinates. They are skilled at successful negotiation techniques and try to consistently find "win-win" solutions.
Great managers maintain strong relationships due, in part, to their high resilience level. The prospect of facing scrutiny, pressure, and disappointment is fairly guaranteed in a leadership role. You can't control these in a position of visibility, like management, but you can control your reaction to them. Will you be able to roll with the punches and try a different tactic when things don't go your way? Will you spend time feeling sorry for yourself? Become angry and cynical? Complain to others?
Before you finally decide whether management is the ideal job for you, it would be wise to consider the requirements. If you are currently in a management position, and things are not going so well, then it may be time to do some soul-searching. One thing is certain: With courage, a clear vision, an appreciation for diversity, and people skills, your chance for job success is quite high.
Kathy Simmons practices what she preaches as the Assistant Vice President of Canada Life Assurance Company in Atlanta, where she is responsible for over 100 employees. She credits Art Sharp, her writing mentor, and Jim Freeman, her father, with providing the encouragement and inspiration needed to author many management and career articles.
