Successful firms redefine the role of managers
Back in the day, the role of manager was well understood. Businesses had standard operating procedures, and managers supervised the employees doing the work. They made sure their direct reports could do their jobs—and do them over and over again with great consistency until they were told to do otherwise. I call this “rinse-and-repeat” management. Today’s global cognitive economy requires workers to solve new problems in an environment where technology continuously transforms and disrupts old ways of doing things. Newgeneration advances are quickly leapfrogged by nextgeneration advances. It’s no longer enough for employees to rinse-and-repeat their work. And it’s no longer enough for managers to supervise standard operating procedures. Nowadays, employees need to understand how their work contributes to broader organizational goals. They need to identify problems and opportunities, think creatively, and develop new ways to make things better. And because of this, managers need to coach more than supervise, becoming a catalyst for continual learning and innovation. Many managers come into their role without any training on the fundamentals of modern management. At best, they’ve had a good manager who can be a role model. And at worst, they’ve had a poor manager who has passed on bad behaviors.
Performance coaching is key
Effective management requires flexibility and good people skills. Managers need to shift and adapt their communication style to the individual, noting how they respond to different forms of communication and interaction. They also need to know each individual, understanding their intrinsic motivation on the job, their personal challenges, their likes, and interests. The better managers know their employees, the better they can determine the employee’s fit with organizational needs and identify what skills require development. Beware of managers who supervise but don’t coach, those who only accept the narrow-minded, rinse-andrepeat type contributions – and who kill off ideas (and morale) as soon as they blossom. Today’s successful manager recognizes each person as an individual and understanding how to help them reach their full potential. Just as important is understanding what that full potential can mean for the individual, for the team, for the manager – and for the organization as a whole.
Stephan Hagelauer is vice president of consulting for Energage, a Philadelphia-based research and consulting firm that surveyed more than 2.5 million employees at more than 6,000 organizations in 2017. Energage is The Denver Post’s research partner for Top Workplaces.