Man­ag­ing with a per­sonal touch

Sun.Star Cagayan de Oro - - Opinion - BY: SA­MUEL . MACAGBA III [email protected]

Iam cur­rently at­tend­ing a course di­vided through a se­ries of mod­ules on su­per­vi­sion and man­age­ment. As a young ad­min­is­tra­tor, the more that you get in­puts and in­sights, the more that you get to re­al­ize that there is so much that I should be learn­ing in my work.

One of the things that I have dis­cov­ered in un­der­go­ing in this course is my in­cli­na­tion to be task-ori­ented. While this can be good since I am par­tic­u­lar in be­ing able to reach dead­lines and ac­com­plish tasks, more of­ten than not, I have the ten­dency to for­get the hu­man as­pect of my role. With the de­sire of meet­ing tar­gets ac­cord­ing to ex­pected spec­i­fi­ca­tion, I re­al­ize that I be­come less at­tuned to the wel­fare of the peo­ple I work with.

With the sug­ges­tion given by one of our speak­ers, I gained an in­sight on how im­por­tant hav­ing one on one ses­sions with my col­leagues es­pe­cially those who I di­rectly work with. Just this week, I have talked with four of my col­leagues and I saw first­hand the wis­dom of go­ing through this ac­tiv­ity and how it can help me with my role as ad­min­is­tra­tor.

For one, Through our con­ver­sa­tions, I would en­rich my own level of em­pa­thy. Be­ing aware of the unique strug­gles and chal­lenges of my col­leagues, I gain a bet­ter ap­pre­ci­a­tion of their con­text thereby help­ing me en­rich my own level of con­scious­ness and sen­si­tiv­ity to­wards them.

Through our con­ver­sa­tions, I can see my col­league not just how they are as work­ers, but also their per­son­hood. As such, I get to re­al­ize that most of the time I see and treat my col­leagues through the level of their work. Be­cause of this, I was not able to max­i­mize their po­ten­tials be­cause I was too fo­cused with my cre­ated per­cep­tions of them not re­al­iz­ing how much more they can give to the or­ga­ni­za­tion.

Sec­ond, I get to ap­pre­ci­ate their in­nate good­ness even more. I re­al­ized how my col­leagues are es­sen­tially good. But cer­tain cir­cum­stances and pres­sures lead them in do­ing things or lead them from not do­ing cer­tain things. Know­ing their vul­ner­a­bil­i­ties and the things that trig­ger their choices and ac­tions are cru­cial be­cause not only am I a leader of hav­ing tasks done but also a leader of em­pow­er­ing peo­ple.

In or­der to em­power oth­ers, there is a need to un­der­stand where your col­leagues are com­ing from and what are their in­nate po­ten­tials. You can­not em­power oth­ers with­out un­der­stand­ing the con­text of your col­leagues. Know­ing the con­text of your col­leagues can­not be dis­cov­ered just by ob­serv­ing them. The ef­fort to know your col­leagues comes from a con­scious ef­fort and time to con­verse and un­der­stand.

Lastly, hav­ing one on one con­ver­sa­tions with my col­leagues al­lowed me to re­flect even more. With the fast paced work sched­ules and de­mands at work, most of the times our work en­vi­ron­ment has dis­abled us to cre­ate a cer­tain pause to process our ex­pe­ri­ences thereby putting us in an area of work­ing mind­lessly.

With our con­ver­sa­tions, I see a lot of their sto­ries con­nected to mine. See­ing th­ese con­nec­tions al­lows me to ap­pre­ci­ate my con­nect­ed­ness with my col­leagues, which is an ef­fec­tive way of en­rich­ing re­la­tion­ships. Th­ese re­la­tion­ships fur­ther­more en­ables col­lab­o­ra­tion and in­te­gra­tion, which are es­sen­tial in cre­at­ing a healthy work en­vi­ron­ment.

This makes me be­lieve that the roles of ad­min­is­tra­tors are not just about meet­ing tar­gets and ac­com­plish­ing tasks. Ef­fec­tive or­ga­ni­za­tional lead­ers must know how to cre­ate op­por­tu­ni­ties to un­der­stand and em­power col­leagues for the ben­e­fit of the or­ga­ni­za­tion.

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