Managers often feel bogged down by people management issues. Indeed, studies done indicate that the top three issues most commonly faced by managers/supervisors are challenges in:
- Interpersonal relationships
- Managing the team
- Managing difficult employees
As the era goes challenging, we go back to basics to guide managers through a self-discovery process. Personality can influence a person’s leadership style; if well-understood and skilfully managed, the professional future will be more efficient and effective.
- Careful Managers: Cautious people are usually less likely to slip-up at work. They typically perform well, and are well-liked by their superiors; promotional prospects are naturally better than their peers. However, upon rising to the ranks, careful managers easily become perfectionists – unsurprising considering their need for high standards and achievements. The perfectionist’s subordinates often have to be extremely careful not to make mistakes at each step of the way; there is no room for blunders in the eyes of their manager.
Under such environments, employees fail to foster respect for the manager who micro-manages every aspect of the team’s work. Consequently, the team loses creativity, striving merely to have their work completed without mistakes. There is no motivation for them to attain outstanding results.
If you are a careful manager, acquire the skill of risk management. Learn to assess and decide, for instance, which tasks can be best handled by a specific team member, what tasks you should let go of, and to what extent you need to be involved in a task. Most careful people love to plan. Exploit your strengths suitably, and be a smart manager. Identify the source of your worries and adapt appropriately instead of trying to intervene in everything.
- Controlling Managers: When capable and confident people become managers, they often subconsciously feel that their subordinates are incompetent and cannot tolerate incompetence in their teammates. This also means that the controlling manager cannot build rapport with their subordinates readily. In fact, subordinates have difficulty trusting their controlling boss as their work often goes unrecognized. When placed in a fast-paced and changing environment, the controlling manager becomes impatient. Communication comes across as direct and to the point, resulting in misunderstandings and conflicts. In addition, subordinates may perceive that their manager is picking on him/her.
This distrust makes it difficult for the manager to get the team to work towards a common goal. Many a times, he/she may have to work independently with minimal support from the team.
If you are a controlling manager, remind yourself to identify and appreciate the strengths in others. Learn to be patient and keep practicing it. You will soon begin to realize the importance and benefits of listening to other people’s opinions and ideas. Allow everyone to feel that they each have valuable contributions to make. When they feel a sense of fulfillment and achievement, they will naturally be willing to participate as a team, and work towards a common goal.
- Influencing Managers: Influencing managers attract their team members right from the start; they convey the feeling that they are approachable and can build rapport easily with others. However, they also tend to be led by emotions, and may sometimes neglect steps in a plan to achieve a goal. Team members who prefer to be systematic and follow procedures may find themselves feeling helpless under such leadership. Or, they may feel that the pace is too fast, hence sensing a lack in direction. At times, employees may even doubt the manager’s abilities, wondering if he/she can actually achieve the goal or is simply boasting about it.
If you are an influencing manager, constantly remind yourself of the team’s goal by physically placing it in front of you on your desk. Also, learn to prioritize and focus on what’s important. Slow down your thought processes and consider matters more thoroughly, so that team members have the assurance that you not only have a goal, but also have a plan to achieve this goal. Use your passion and traits to synergize your team, so they can work systematically towards a common goal.
- Service-Oriented Managers: Service-oriented managers are innately passionate in helping others. They respect the opinion of others and thus provide their team with a sense of security. Teams led by service-oriented managers are often stable, but lack some other success factors. For instance, subordinates may feel that the manager gives in too easily and is too accommodating. They may also think that the manager does not have his/her own opinions.
Service-oriented managers at times become distressed when they fail to fight for their own rights. Similarly, frustration brews when they are unable to satisfy their team members. For these service-minded managers, it can be particularly challenging to deal with stressful situations and difficulties; they quickly freeze and withdraw, and become quiet and passive.
Finally, the service-oriented manager has a tendency to worry excessively about other people’s problems, and as a result exhaust him/herself. Team members who aren’t grateful or appreciative of these traits may feel that their manager is inept and unable to focus on results, hence causing the team to be unmotivated.
If you are service-oriented manager, start by empowering yourself with more courage; recognize your emotions and opinions and express yourself. Learn to manage conflicts and protect yourself in the midst of change and transitions, and finally, don’t be afraid to step out of your comfort zone. This will enable you to lead your team to achieve the goals set by the company.
Personality isn’t static; to enhance and adjust our leadership styles, we must first learn to better understand ourselves and adapt accordingly.
HealthEminds coaching service can support and help you through this self-discovery process based on your individual needs. Please contact us for more information. We wish you and your team many successful years ahead.