Yes, we have read about “Leadership” and how that is different from “Management”. Yes, we are well aware that moving a large group of people towards common goals require vision and the ability to translate that vision to the employees. Yes, we are clear about how productive a vibrant and self-motivated workforce can be.
But wait, what if we are talking about managing rather than leading (some of us remain “managers” of people after all). What if we are talking about managing the work of individuals? After all you can’t “lead” 50 individuals individually.
What do you have to do?
Here’s my suggestions:-
1. Learn to delegate, and delegate properly, making sure the objective is clear, the authorisation is approved, and the tools are available, as well as be clear about how often and how you want to be informed.
2. Learn to push different buttons. You will be managing a number of individuals that make up a team, but each individual will be of different ages, different experiences and be in different financial and social circumstances. Understand what makes them tick and push the buttons that motivate them.
3. Learn to work with different motivating forces – I accept good teams can display coherent behaviours but people have different reasons for being there, from those just doing a job to those highly motivated by success. You can’t treat them all the same.