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Good vs. Evil: Finding a Management Style "Middle Ground"

by Merilee Kern

In the workplace, managers get a bad rap. The butt of endless water cooler jokes, bosses are more often than not characterized as the office "villain" and are maligned for simply existing, in perpetuity. How then does a boss transcend this collective disdain and find that delicate balance between managing as a tyrant like Miranda in The Devil Wears Prada or as a "pushover" who is taken complete advantage of?

John McKee, world class business success coach and author of 21 Ways Women in Management Shoot Themselves in the Foot, offers managers at all levels--bottom, middle and those in the executive suites - this practical advice to help them hone a style that serves everyoneís best interest and, as such, fosters positive perceptions among subordinates:

Give credit where itís due. Among the biggest complaints about managers is that they are "glory hogs." One of the fastest ways for a manager to become disliked and disrespected is by taking the recognition for othersí work or exclusive credit for a team effort. Staff members will be appreciative and pleasantly surprised when they notice you sharing the accolades that will ultimately further their career growth as well.

Have an open door policy. Letís face it; most managers have to work hard to keep up with daily demands and expectations. Meetings, telecons, e-mails, number crunching, planning--all of these tasks can keep managers separate and apart, both physically and emotionally, from their team. Itís important to remember, however, that one of a managerís primarily jobs is to know what your staff is doing at all times, and help them to do it better. The best way to accomplish this is by staying visible and accessible with staffers by not only welcoming them into your office, but also by walking around the department where you can Ēmix it upĒ with subordinates in a less formal way and in their territorial comfort zone.

Appreciate face value. Todayís professional is decidedly "wired," with e-mail, voice mail, teleconferencing and Web-conferencing taking the place of good old human-to-human interaction. The most effective managers communicate with their staff in person whenever possible. Although remote communication is admittedly efficient, technology is not entirely effective when it comes to getting people energized or feeling like they are part of a team led by someone who cares about whatís on the collective plate. There is simply no direct substitute for having a face-to-face dialog - not a monologue - with staff members if you want to get things done while also cultivating a positive spirit within the organization.

Be firm but fair. Every office has its "suck-ups" and "brown-nosers," and everyone knows who they are: except the boss. If your team thinks you are allowing others to have special privileges or that you are too naÔve to recognize when youíre being manipulated, you will lose their respect very quickly. Once lost, respect is a virtue that is very hard to regain. To avoid this, debrief your team as often as possible so they understand why you do things a certain way or have made a certain decision, and so they consider your decisions fair in a business context.

Find, and maintain, a "whole life" balance. Busy times and demanding jobs can cause managers to lose their humanity, those other things in life that make it "all worth it." Itís okay to burn some midnight oil once in a while, but everyday demands at the expense of your personal or family life is a recipe for disaster: high stress levels and low energy, attention span, patience and tolerance levels makes for a less than lovable boss. This, of course, leads to low morale and decreased team productivity coupled with increased staff turnover Ė all of which plays into a vicious cycle of both professional and personal unhappiness. When you are frustrated and wound tight, your staff truly feels your pain.

Not sure what kind of boss you are? McKee offers this quick quiz to help you find out. Simply answer yes or no to each question, below.

  1. All employees generally dislike work
  2. The best motivator for your team is money; itís what brings them back every day
  3. Keeping emotions out of the management process has served the operation well
  4. Your staff prefers to work as a team so that individual accountability is lessened
  5. As much as I would like to, I just donít have the time to spend talking in-person to my subordinates
  6. I encourage feedback from a suggestion box or other anonymous method
  7. I live for the weekends - this job is a paycheck to support my "real" life
  8. I donít believe outsourcing can happen to my company
  9. Regular team meetings are not justifiable as they take too much time, which lessens productivity
  10. My current management position isnít very influential, but when I move up the ladder a bit I can make a "real" contribution to the company

Score Card: Give yourself 1 point for every time you said "No"

10Excellent!! Youíll be running the show in no time!
9Brilliant. You obviously see your employees as an asset
8Solid. You have the right attitude, and the team will see that
7Well done. You know people and their needs
6Good. You recognize the power of your role
5Fair. May be time to re-think your management strategy
4Itís definitely time for an attitude adjustment
3Change or die (metaphorically). Things arenít good, but it's not too late to make impactful changes
2Do something significant that will be viewed in a positive light or your employees will leave
1Itís time to consider a new job where you do not manage people
0Ever consider a job as a bounty hunter?


Mining The Middle Ground: Developing Mid-level Managers for Strategic Change

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