Management Skills Blog Now Live!
‘Tis exciting times! Now to those of you who have been blogging regularly for years, you’ll forgive me for my exuberance over something which is a bit of a “yawn” to you now!
There was a time when my eyes used to glaze over when people talked about all things technical, computer based or twittering!
OK – so I’m hardly an “early adopter” – but partly because when you run your own business you realise you’re missing a trick if you don’t embrace the brave new world, partly out of curiosity to see what all the fuss is about, and partly because I just got plain curious – I’ve started to take more than a passing interest, and even spent some time learning from those who already know!
Management Skills Blog
For me, the main attraction is the conversation. Always a good talker, blogging allows me the luxury of holding fort as long as I wish, but gives me the opportunity for the much needed feedback too!
It’s my vision for this blog, as it is with the rest of the site, that this is a place where anyone who has the same passion as I do about bringing out the best in people, particularly at work – where, let’s face it, we spend some darned long hours it seems these days – can raise issues, share stories, teach, laugh and question. Whether it’s about management skill training or simply asking questions, giving feedback or sharing your thoughts.
The shape this blog takes will be, I hope, as much about you, as it is about me.
Ask a Manager Blog
If you’re a manager – I’d love to hear from you. What are the biggest people issues you face right now? How much support do you get to help you hone your people skills? What would help you most right now?
Here’s to some great conversation!
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For more information to help you with the people side of management,
including how to improve employee motivation and get the best out of your team, take a look at these great resources:
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I have been managing my department for 10 years now. In the past 2 years I finally have a great team to work with and everyone gets along great. I constantly question my managing skills. I am a person/manager that never goes to my own manager with any concerns unless I feel a need to. I have always tried to solve all issues without advice from my manager. Recently I did go to my manager and I needed him to speak to one of my staff who wanted to leave the company because she felt her job was in jeopardy due to financial issues that the company is facing. I wanted him to reassure her that her job is safe since he knows all the financial concerns of company. He did speak with her but afterwards told me that he should not have needed to because I should have resolved her concerns on my own. I am now wondering, what are the situations when any manager should go to their manager for advice/help so we do not look incompetent as a manager?
Teresa, what a great question! And thank you for getting the ball rolling.
First of all, I have to say congratulations on building a team which sounds as though it has good, strong working relationships. Know what? I wish all managers constantly questioned their management skills! What comes across loud and clear in your post is your constant desire to improve your own performance, your willingness to learn and your ability for self-reflection. I believe these are crtical skills for a great manager: Such attitudes and behaviours also set a wonderful example to others to follow, and set the “tone” of the culture in which your team work.
You don’t say whether you tried to reassure the member of staff yourself; but I’m guessing from all that you said, you must have done this, but found the individual concerned still extremely anxious about her position? What you did you did with the best of intentions. Did your manager actually make you feel incompetent as a result of the way they spoke to you? Do you think they consider you incompetent as a result of this one incident? After 10 years of developing such a good working team, I’d be surprised if this were the case. Maybe you just imagine that’s what he (or she) is thinking?
When is it OK to go to a line manager? Well, whilst there are no hard and fast rules, each situation is different, perhaps there are some guidelines it is useful to consider.
As a brand new manager, you need extra support. The longer you do it, the less you need that support. Think of it like riding a bike. At first you need stabilisers – but eventually, you can deal with almost any terrain! This support can be in the form of training, advice, mentoring and coaching – but just helps you get used to riding the bike! If you’re a new manager, then your manager should be there to coach, guide and support you a little more; although I’m still all for simply helping people to help themselves. The more we rely on others to deal with tricky situations for us, the less likely we are to gain confidence in dealing with them ourselves.
As a manager, dealing with situations on your own first is always a good thing. It builds what I call “emotional muscle”. There’s no substitute for just gaining real experience dealing with a range of people situations. (It’s like taking the stabilisers off, and watching you wobble all over the place!). I believe it increases your credibility and respect in the eyes of your staff too, if they see you dealing with situations rather than passing the buck.
However, some situations are definitely “tricky” – and in my experience it’s these “tricky” situations which leave managers feeling the most uncertain about how to tackle. (Even the most experienced bikers can fall off!) Even the most seasoned managers can come across situations where a little guidance or support would be appreciated, and there should be no shame in asking for support or advice in such circumstances. If a trusted, and able member of staff, who normally handles most things extremely capably, suddenly came to you and asked for some support, what would you say?
My guess is, far from seeing them as incompetent, you’d be happy to support. I don’t know your manager – but I can’t imagine, having seen a trusted, and able member of staff work well for so long, they believe you are incompetent.Perhaps you’re giving yourself that label?
One last thought. If you look at it from your manager’s perspective – see it through their eyes – might they have felt uncomfortable? Were they able to reassure the individual concerned? Sometimes, in situations such as these, which are often extremely anxious and highly emotionally charged times for staff, managers don’t have answers staff want to hear – and your own manager is human too. Maybe they felt uncertain how to deal with the situation too, and your asking them to step in put them in the firing line? Just a thought.
What have other people’s experiences been in terms of support from their own line managers?