The Seven Blunders of Management World
SOMEBODY once sagely remarked that mistakes were the nature's way of showing that one is doing some learning. However, if you were a manager (new or otherwise) there are only so many blunders that you are allowed to make. And if leadership is thrust on you almost overnight— for instance what if your immediate superior quits suddenly and you have to don his mantle - chances are that you will not merely be overwhelmed but also tend to making more mistakes in your eagerness to prove your worth. A `crash course' would obviously be of great help but nonetheless here are seven blunders that the new kids on the block ought to avoid at any cost.
Control freak: Most managers (Fresh or otherwise) want to maintain a tight control over everything and everybody. Cultivate the first important trait of a successful manager— an eagerness to learn and a willingness to admit that you do not have all the answers. Assess the capabilities of your subordinates before you delegate power or responsibility
Mr.Know - all: You may like to believe (or pretend to) that you are a `know-all' manager. But the fact is you do not become omniscient just because you are in a position of authority. Try and make the transition from a worker to a manager without stepping on too many toes. Being a manager means developing your people skills so that you can harness the collective expertise of the team. Hence, do not fail to delegate
The word is Bond: Failure to build a strong, cogent team can be your nemesis. Set realistic goals for the team members and give them challenges that they will feel good about meeting. Keep your people informed about significant developments that may impact them. Meet with them regularly for stocktaking, discussing issues and to guide and direct them
Vision-less: Employees want to be led by a caring and liberal minded person; they do not want to be managed. If you have a vision for yourself and your team, make sure that you capitalise on every opportunity to realise it. Ask yourself how you want to be perceived by others and what is your value addition to the organisation
Failing to communicate: Information is power and often there is a tendency to control it. Some managers are loath to share information as it makes them more knowledgeable and hence more valuable to the organisation. While some shy away from sharing negative news, others simply don't make an effort. If the employees have no clue as to what's going on in the organisation, there's no way they can be motivated to put in their best. Communicate with your people and empower them with information
Killing creativity: Granted, you cannot set the trend of breaking rules, but blind adherence to rules can often be self-defeating. You will only end up alienating your staff. Use common sense and find creative ways to solve individual problems and be willing to take up cudgels against the management. Don't go in for quick fixes rather seek a lasting solution to a problem
And a stuffed shirt too: Chill out! Don't be a stick in the mud. Keep your sense of humour and create a fun workplace where people would want to work. Because it is serious work to run a business you as a manager must foster an environment that is lively and fun. Even the most tedious of jobs can be made interesting if an element of playfulness is brought into the workplace
It is tricky changing places from being a peer to a boss. But, decades down the line after you have retired, your people may not remember you for the discipline you sought to enforce or the budgetary cuts you imposed; they will look back with fondness at the fun and joie de vivre you introduced at the workplace. Go ahead and make the most of it!
PADMA RAMESH
padma.hyd@cnkonline.com
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