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Manage in
Style !!!
The days of one style fits all are gone. Today’s manager needs to vary
his Style of Management to bring out the Best in each Employee.
The demands of the workforce today are not the same as they were
yesterday. The corporate world is changing at the speed of light and
there is no escaping the pressure to create a new profile of what a
manager should be.
In the past, you could survive as a manager with one main style. This
is not possible anymore. New demands from customers, employees and
society drive the corporation and the manager to be different. This
means that as a manager, you need to assess and evaluate what type of
leader you need to be. It also requires you to be ready, willing and
able to change.
The successful manager of the 21st century is regularly evaluating
himself and constantly asking: "How can I do this better?"
He is flexible, learns fast, thinks and acts globally and creates
value for all stakeholders involved such as colleagues and customers.
He takes full responsibility for his own behavior and drives his team
to achieve exceptional results. By using situational leadership
styles, he ensures each team member creates value and results for the
company.
Once you take charge of a division, you will be lucky indeed if you
inherit an entire team of people who are already self-motivated,
self-responsible peak performers. But that is not likely to happen.
Instead, you will probably have to help members of your staff
understand and fully internalize the principles of self-motivation and
self-responsibility.
You will need to use different styles for different people and
different situations in order to get your people to perform at peak
levels. You should therefore analyze what type of support your
subordinates need in their various tasks and responsibilities and then
manage and lead them accordingly.
What you need to do is to evaluate your subordinates’ ability and
motivation to perform their tasks in order to choose the correct
management style. And it’s a different style for each task, depending
on their ability and performance. To make it simple, you can divide
your team members into three categories.
The Low Performer
This person has little or some ability and is often new to the job or
specific task. His performance is low and he doesn't deliver
significant results. The reason for the low performance can be a lack
of ability for and understanding of the job or task.
However, the person can also be de-motivated, that is, not being
committed to the work or having a negative work attitude. If a person
is categorised as a low performer, you need to provide him with a
clear direction, clarification and training, then supervise closely
and follow-up accordingly. Basically, you tell him what he needs to
do. The management style for a low performer is Directing.
The Average Performer
This person has a good understanding of the job or specific task and
moderate or even high ability. His performance varies throughout the
year. Sometimes, the individual's willingness to perform is reduced
due to a lack of self-confidence, low motivation or difficulties faced
in performing the task. If a person is categorised as an average
performer, you need to encourage, support, motivate and give some
direction and clarification. The management style for an average
performer is Coaching.
The Peak Performer
This person has an excellent understanding and ability of what needs
to be done. He achieves beyond expectations or even produces superior
results. The motivation is high and he seldom needs Encouragement.
He is a self-starter and needs very little or even no direction and
supervision. But he will expect a facilitating management style and a
manager who is more a colleague and mentor than a boss. Make sure you
delegate responsibility, give him authority to decide and challenge
him to take additional responsibilities. The management style for a
peak performer is Empowerment.
To be a manager in the 21st century is definitely a challenge. But if
you follow the above guidelines you will take a big step forward as a
manager. Remember to:
Analyse your subordinates’ performance levels, motivation and general
needs’
Apply the “correct” leadership style accordingly;
Develop each person’s ability and influence to achieve
self-responsibility;
Give your vision of where you want to be as a company, division and
team; and
Lead them towards your vision and encourage peak performance at all
levels and all times.
Article contributed by Henrik Essen, a business coach with 20 years of
experience coaching, counselling and developing people. Tel:
9295-3949. E-mail: henrik.essen@pacific.net.sg
LUCY DOSS
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