Way to go for young managers
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