Professional Reflection—5-Minute Pitch: Making the Case About Your Management Potential
The issue a of what makes a manager effective has brought about may responses. Effective managers are considered to those that achieve results while retaining their people. This paper shines light on what makes a manger effective and some of the skills and traits that must be mastered to be considered such. Additionally, this paper draws reference to my own managerial skills and compares then with the text book version of what an effective manager is considered to be.
Professional Reflection—5-Minute Pitch: Making the Case About Your Management Potential
According to the oxford dictionary a manager is “a person responsible for controlling or administering an organization or group of staff.” They are responsible for carrying out and accomplishing the targets of the organization while retaining their directs. They must do so while making the best possible use of the resources available to them (Horstman, M. (2016)). The most recognized resource of a manger is his directs. More emphasis is being made on the way in which managers interact with their directs. Therefore, an effective manager’s skills rely largely on employee retention (Horstman, M. (2016)).
Characteristics of an Effective Manager
Although there are a great deal of skills that a manager must master, there are a selected few that rise above the rest. Managers must be consistent. This is the first rule because it applies to most of the others. Before your management approach can be effective, it must be consistent. You must constantly strive to seek the best from your directs and yourself. With management being a leadership role you must set the pace for expectations and behavior and maintain these standards throughout your tenure. Behaviours should be treated the same when they appear and constantly treat every member of your team with an equal, level-headed view (Jayson DeMers (2016)).
Managers must be great communicators. Whether it be in person, print, texts, and email an effective manager must be able to keep its subordinates in the loop. Communication has two aspects, relaying and listening. With giving direction, a manager must be open to receiving feedback from colleagues and reporting staff. Managers must be willing to sit down and problem solve when teamwork or team tasks are not on target and working effectively. They must be able to let employees know directly and candidly when they are impeding the team’s progress. Also, they must avoid a defensive response and be willing to change his behavior when the feedback is on target. Specifically, he must understand and act upon the power of interaction (Susan M. Heathfield (2017)).
Great managers must be great motivators. Their success is measured by their productivity. Managers must build their teams and enable other staff to collaborate more effectively with each other. They should set achievable goals and drive their directs to accomplish them. People feel as if they have become more—more effective, more creative, more productive—in the presence of a team builder (Susan M. Heathfield (2017)).
I consider myself to be a great communicator. In my current position as an Accounting Clerk, I often serve as the link between line staff and middle management. It has been important for me to get the messages between both levels of employment delivered with clarity and accuracy. This has played a vital role in addressing departmental concerns, help reduce conflicts and create a better overall work environment.
As I have moved up in the ranks at my workplace I am often given the responsibility of distributing daily tasks. This has resulted in me becoming a great delegator. Having the desire to excel in my field I have learnt that delegation is an art and not just a task. One must consider the strengths an weakness of his directs and give assignments to compliment them. There have been times when I have been tempted to give an assignment based on time availability but I have learnt that if it does not allow an employee to grow it should not be assigned.
This amalgamation of knowledge will help me to become an effective manager. The skills that I am able to cultivate as I grow within the work arena will help boost my ability to take on a managerial role. As a young individual I consider myself to welcome novelty. I am optimistic about the changes that need to be proposed to achieve the goals of the organization. I will constantly seek new ideas to work smarter and produce a higher quality of work.
Each manager is different and their governing skills vary from person to person. Although it is believed that all effective manners must posses specific characteristics it is often not so. Some individuals are born leaders. They lead with character and integrity. They understand that leadership is not about destination but about cultivating the minds in which they influence. It is a matter of knowing who you are as a business professional and spreading your passion so profusely that others are inspired to achieve their full professional potential (Devika Arora (n.d.)).
Another aspects that separates a successful manager from one that isn’t is their constant desire for improvement. Great managers should always be learning and have the self-awareness to realize that they need to continuously improve their skill set to better understand their employees, projects, and business processes. Maintaining an intellectual curiosity can prevent stagnation, and a continuous desire to learn also benefits your team in more ways than you may think–including when it comes to retention. Being too complacent or incurious to stay abreast of it all ultimately makes for weak leadership (Barry S. Saltzman (2016)).
Managers often overlook the importance of a ‘team’. They rely on the concept of hierarchy and do away with cohesiveness all together. Instead, think of your role as that of a public servant. You need to listen to your employees and understand their needs and expectations while helping them in their day-to-day tasks so they can succeed. Put yourself in your employees’ shoes and consider which type of manager you’d rather work with–someone who’s routinely engaged in the work that you do and is always there to offer regular feedback, or someone who simply passes off assignments to subordinates and checks in once a year with an annual performance review? Like it or not, you can’t manage your teams the same way you might have done 10 or 15 years ago and still expect the same results. The business world is changing, and the roles workers play are evolving to keep up. But one familiar precept still holds true: If you don’t make the effort to stay ahead of the curve, you risk getting left behind (Barry S. Saltzman (2016)).
The most important aspect of development is self reflection. In order to ensure that I remain on the rode to become an effective manager I would set aside times where I evaluates the process I have made and consider the areas that need improvement. As an individual I must ensure that I continue to grow professionally. I must work to overcome my weaknesses and reinforce my strengths. This calls for a lot of self reflection. Periodically, I must take the time to throughly evaluate my performance and how I have governed those in which I directly work with. This can be accomplished by reflecting on the periods where I was being led by a manager and comparing my strategies with theirs. Also, I would seeks the opinions of my directs. This would create a bridge between myself and my colleagues and create an environment that encourages professional growth.
There have been a vast range of opinions and outlooks considering the characteristics of an effective manager. The input made in the class discussion has shifted my option on what really makes a manager effective. I do Still consider managers to be the driving force of the organization, but I have now realized that employees are just as important. Managers are essentially supposed to accomplish their goals with the work that is provided by their directs. I now know that managers have to work along cohesively with the team they manage. Surprisingly, they are not the most important type of employee in the organization.
Horstman, M. (2016). The effective manager. Hoboken, NJ: Wiley.
Mindtools. (n.d.). How good are your management skills? Retrieved January 07,2018 from https://www.mindtools.com/pages/article/newTMM_28.htm.
Devika Arora (n.d.). How to Be an Effective Manager in 7 Simple Steps. Retrieved January 09, 2018 from https://theundercoverrecruiter.com/effective-successful-manager/
Barry S. Saltzman (2016). Four Skills Effective Managers Need More Than They Used To. Retrieved January 09, 201 from https://www.fastcompany.com/3061120/four-skills-effective-managers-need-more-than-they-used-to
Jayson DeMers (2016). The 10 Golden Rules of Effective Management. Retrieved January 09, 2018 from https://www.entrepreneur.com/article/254547
Susan M. Heathfield (2017). 7 Tips for Management Success. You Can Become an Effective Manager if You Follow These Tips. Retrieved January 09, 2018 from https://www.thebalance.com/tips-for-effective-management-success-1916728