We have all had the experience of approaching our manager with
an idea or a problem and rather than the manager listening or helping, we are confronted
by a dismissive remark, a harsh criticism or coldly ignored. Where did this come from? Is it our fault? Why am I being treated like the enemy? Questions like these flow quickly through our
minds and we are thrown off balance.
 |
| Act fairly and consistently to win the respect and trust of your team members. |
Usually your manager is OK, but every now and then, he/she is bad-tempered or moody. You respond by staying
out of their way as much as possible for the rest of the day. You tip-toe around, realising that they are
under a lot of pressure due to the impossible work-load, deadlines and other
stuff.
We tend to make allowances for others because everyone is
human and variable even though their behaviour has a negative impact on our own
mood and motivation. After all, the extremely
bad day at the office happens to even the best managers, does it not?
Perhaps to most, but not to absolutely everyone! To round out the three characteristics of my
one extra-ordinary manager, I would highlight his consistency. While it is rare for a manager to be entirely
consistent, no matter what is going on at work and at home, Pat’s work persona,
his mood and his fair-and-firm management techniques were consistent from one
day to the next, from one year to the next. He always walked his talk.
Pat was constant; he was consistent; he was dependable. The great advantage for everyone in Pat’s team
was we knew we could expect to be treated in the same “fair and firm” way he consistently
dealt with everyone and every situation. So if you had a major issue and it was your
fault and you felt like a total goose, you could still go and see Pat or ring
him and explain it to him. He would not
blow up at you.
We knew what to expect from Pat and this certain knowledge
gave us a sense of reassurance that he would apply the same standards to you as
he would for anyone else. There were no
sudden transformations or surprises.
Consequently we did not have to live in fear of him or keep things from
him.
How can we become more consistent in our own managing and
leading behaviours? Here are some stages
to follow:
·
Look inside yourself and know yourself really well. Know where you excel (your strengths) and
where you have flaws or failings. Be
honest and don’t deny what you will need to change.
· Develop a composite picture of who you want to become
as a manager/leader. To start with, some
pieces of the jigsaw will be missing or fuzzy. Don’t worry because all the pieces will gradually
come into focus and be clear.
·
Start moving towards your composite picture,
firstly, through asking yourself questions like the following:
o
What do I need to do more of?
o
What do I need to do less of?
o
What do I need to stop?
Secondly, focus on making one or two changes of behaviour at any one time. Repeatedly do them until they become your good habits.
Like the duck swimming serenely on top of the pond, yet
paddling fast under the surface, once comfortable and secure in our composite
picture, we will become confident and consistent manager/leaders who are
respected and trusted by those who count on us:
our people.
All the very Best,
Lynne
Lynne Lloyd
Managing Director
People Results
Telephone 1300 167 981
Note: People
Results provides a suite of executive coaching and mentoring services. If you would like more information, please go
to www.peopleresults.com.au/executive-coaching. If you would like to talk with a
senior consultant, please email People Results at enquiries@peopleresults.com.au.
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