Practise -and- preach managers win the day
HOW often do we hear managers grumble about the lackadaisical attitude and lack of commitment of people working with them? It may be interesting to note that like most parents, many of these very managers themselves don't behave any differently from the people they lead. They barge in late to office and to meetings, bark their orders, and seldom listen to anything they don't want to hear. It has also been observed that they encourage territorial politics and resort to the blame game with enthusiasm.
Ever since they became managers they would have adopted the divide and rule policy, tend to micromanage, use favouritism and anything along those lines. But the parody is that they expect people working under them to do, as they say, not do as they do. This style of leadership, unfortunately (for them), does not cut mustard with employees anymore.
In his book,
Practice what you preach, David Maister presents clear evidence that employee attitudes are co-related to the behaviour and leadership skills of the person at the helm. Surveying 5,590 people in 139 offices in 15 countries in 15 different lines of business,Maister found that most financially successful businesses do well on employee attitudes, and those that do best on employee attitudes are measurably more profitable. On top of the chain of effects is the ability of the manager to lead his people by practicing what he preaches, reiterates Maister.
Results of the study indicate that corporations whose managements consider staff as being "trustworthy and consistent in practicing what they preach, where there are no disconnects between the walk and the talk, and where priorities and the rules of the game are clear and coherent" are financially most successful.Here are ways to do exactly this:
Be a team player first, leader next
It may not always be possible for the boss to be `one of the guys', so to speak, but make it a point to root for the team when the chips are down. Brainstorm with team members and elicit suggestions on critical issues. Share decision making rights. Give them the freedom to do their work without having someone constantly monitoring and micromanaging. But be there for your team when they need you most. Like a true leader, know when to hold back and when to let go.
Exhibit discretion
Be careful of making disparaging comments about team members or their actions, openly or otherwise. Griping about senior managers or other departments to subordinates is a definite no-go. If you think it is okay for you to run down your boss, your subordinate is likely to think so too. Do not use critical or negative e-mails or public meetings to air your misgivings. Instead, discuss any disagreements that you may have with peers, superiors or others directly with the people concerned.
Get organised
The busier life gets, the harder it is to keep track of time. Take a serious look at the way you spend your time. If you are like most people, it is likely that relatively inconsequential things are guzzling a significant amount of your time. It could be simple things like checking your email every five minutes or making unnecessary calls. It could also be that you are taking on more than you can chew, and seeking perfection in everything you do. So get your priorities right, and delegate wherever possible. Delegate so that others to take on many of your day-to-day operational tasks and you have time to tackle critical issues.
Walk your talk
If you expect your people to be punctual and disciplined, then ensure that you are on the dot as well. Arrive on time for meetings, start them on time, and most importantly, show up prepared. Address people with respect, regardless of their position. Protect and trust your team, as you expect them to trust you. Whatever you do, make sure you practise what you preach.
There is always room for improvement
No matter how good you are, there is always room for improvement. Enroll yourself in training programmes that can add to your technical and leadership acumen. Soft-skills like coaching, communication, decision making and planning are vital for a manager's success. Even if you have learnt the ropes on the job, a little classroom training will give you a clearer perspective. Read motivational books that inspire strength and goodness.
Share them with your team. Work on getting over your failings major and minor, so that you can become a better person both at a personal and professional level.
Stop. Look back. Reassess. Make sure you are on the right track first. Only then can you can lead your people right.
BINDU SRIDHAR
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