Way to go for young man­agers

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To re­spond to dif­fi­cult ques­tions with a ques­tion is a qual­ity of good man­agers. They do it in or­der to uti­lize team in­tel­li­gence. In the pro­duc­tive air for young busi­nesses, there are young man­agers too who are com­ing up with newer vi­sions for their com­pa­nies. In par­tic­u­lar cases, these man­agers are ob­served to be un­nec­es­sar­ily con­tra­dict­ing ideas or try­ing to find flaws in sug­ges­tions dur­ing meet­ings. In­ter­est­ingly, on be­ing con­fronted in this re­gard, their sur­prised re­sponse is, “Am I not ex­pected to be­have this way?”

A func­tion of man­age­ment is accountability. In such cases there is an over­whelm­ing ob­ses­sion with accountability which keeps the man­agers un­der pres­sure of meet­ing the tar­gets ev­ery time. Con­se­quently, team work is af­fected.

If these man­agers start man­ag­ing com­mit­ment, mu­tual re­spect, co­op­er­a­tion and pas­sion, their teams are sure to ex­cel. How­ever, there is an ar­gu­ment at­tached that such teams do not com­pete on un­con­ven­tional lines as they are not equipped with a strong chal­leng­ing work at­mos­phere. It is ac­cept­able that the man­ager should take the lead in re­cov­ery of low team morale or as­sist in hard crises but an overuse of this prin­ci­ple may ac­tu­ally pre­vent the po­ten­tial of team in­di­vid­u­als to cope with sit­u­a­tions on their own.

More­over, if the risk taken is not too high and the man­ager still tries to im­pose his work psy­che on the en­tire team, it may lead to detri­men­tal re­sults. Cor­po­ra­tions big or small, should not run on a sin­gle man­ager’s thought process as it par­a­lyzes the team in find­ing an­swers to ob­vi­ous prob­lems. If the same team is pro­voked to find so­lu­tions, it will be­come aware of the an­tic­i­pated losses as well.

In­ter­est­ingly, among young and com­pe­tent man­agers there is a ten­dency to per­form on their own, which brings them un­der high pres­sure while the team is busy gos­sip­ing about the man­ager’s in­abil­ity to take ac­tion. Even in times of re­ces­sion, it is wiser to give op­por­tu­ni­ties to the team mem­bers to work out vi­able busi­ness strate­gies, rather than fo­cus­ing on cost­cut­ting and scal­ing down of op­er­a­tions.

The pres­sure built on young man­agers is of­ten out of their ef­fort to be per­fect in their first at­tempts. They for­get the fact that dis­cov­er­ing wrong op­tions is also a part of the in­no­va­tion process. By do­ing so, they nar­row down their cre­ative op­tions to lim­ited cal­cu­la­tions. As a con­trast, by mea­sur­ing wrong op­tions, man­agers can eas­ily gain the in­sights into the cur­rent po­si­tion of the com­pany and the fore­sight for fu­ture growth prospects.

The com­pany’s po­si­tion can also be im­proved if man­agers re­ward the team with recog­ni­tion, en­cour­age­ment and in­creased au­ton­omy. For most young busi­nesses, only mon­e­tary re­wards are a ma­jor at­trac­tion but they may prove to be mis­lead­ing for long-term suc­cess.

Thus, there is more pos­si­bil­ity of achiev­ing en­hanced creativ­ity and in­no­va­tion amid more chances of mis­takes and more chances of chaos, if there is a rightly de­vel­oped tol­er­ance for fail­ure. For this rea­son young man­agers must have a strong abil­ity to make sub­or­di­nates of all ages com­fort­able by em­pha­siz­ing team work

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