Contrary to conventional wisdom, all the best top managers don't spend their days making broad policy decisions or creating long-range corporate strategies. Many are savvy opportunists who successfully muddle through problems as they arise.
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Characteristics
Top managers develop a company-wide network of information to use at all levels. That keeps them involved in operations without having subordinates filter the information to them.
Their time and energy are focused on important concerns. Activities are limited to matters that need their special talents. One way: They train subordinates to bring them certain matters for decisions. Point: They know how to keep fully informed without getting totally involved.
They know how hard they can push. Their support and opposition are clearly identified within the company. They transmit proposals through key individuals (not from the top) in the organization. Reason: Good organizations tolerate only so many proposals from on high.
Direction is transmitted without being openly committed to specific objectives. Rea son: Changing business conditions require constant revision of company strategy. The more explicit the announced strategy, the harder it is to get the organization to change. Example: The company president, who knows he must drastically reposition the company's principal business, won't disclose the new strategy to his managers. Reason: The shock will overwhelm them and give the opposition the chance to organize against the new strategy.
A talent for compromising and accepting modest progress towards goals. Successful managers are both persistent and optimistic. Typical attitude: There must be some useful parts of the plan.
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Skills of a Good Manager
Communication skills
It’s important to be able to convey your points clearly and concisely so each team member knows exactly what is expected of them. It’s just as important to be able to listen to constructive feedback and concerns and to mediate misunderstandings.
Work ethic
One thing all good managers have in common is a healthy work ethic that places value on working hard and performing at your best. Working to your full potential sets a good example for employees to follow and encourages them to adopt positive work habits.
Goal-oriented
Good managers can set achievable goals and create strategies to meet those goals.
Positive and inspirational
Good managers strive to be strong leaders who encourage teamwork. To empower your team to succeed, make sure each member feels valued.
Encouraging and supportive
Good managers help team members advance in their careers by giving them credit when they perform well and highlighting their achievements in staff meetings and performance reviews.
Conflict resolution methods
A good manager needs to have strong conflict resolution skills since every team often has multiple personalities.
Role model
Being a role model for your team can help them develop the valuable skills needed to excel at their jobs.
Honest and transparent
Good managers display a sense of honesty and integrity that allows employees to trust their judgment. A team needs to have open transparency and it starts with a manager who is honest and trustworthy.
Listening skills
Active listening skills allow good managers to focus completely on a speaker, understand their message, comprehend the information and respond thoughtfully.
Trustworthiness
Good managers are trustworthy and respect confidentiality. Employees need to know that managers have their best interests at heart. If your employees feel you don’t support them, it can lead to a toxic work environment.
Related characteristics
A wide range of interests and curiosity. They are not necessarily intellectual or creative. They envision new combinations and opportunities for restructuring. Most important: They can see relationships between different plans and proposals that no one else has been aware of previously.
Source: H.E. Wrapp, professor, Graduate School of Business at Harvard University, writing in the Harvard Business Review on Human Relations, Harper and & Row, New York.
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