I was recently working with a manager who was experiencing significant change and stress at work. Following a restructure and the loss of some staff, he was working excessive hours and beginning to ‘drop balls’ as he was unable to keep on top of all the tasks that now needed doing. In discussion about possible actions to improve the situation he kept saying that it was a short term issue and that when they were fully staffed and when the current peak of work was over, ‘things would be fine’. The argument being that no major change was therefore required on his part. But ‘When ‘ can never be a philosophy of management!
Here is the thing: there will always be someone leaving, someone not fully trained, a new change initiative or a restructure. This is why management is so hard, it is like re-engineering a train while it is travelling at high speed. The skill of the successful manager is their ability to manage this process while delivering results.
The skill is to understand the key priorities and to make some tough decisions for the ‘Now’. Good managers are ruthless about priorities and understand the difference between essentials, and ‘nice to haves’. As a manager acquires an increasing level of responsibility they need to establish the priorities of their new role. That may mean allowing some things to be less than perfect, because the consequences of failure are less risky than more important things that require attention. This can be a hard lesson for many managers who have been promoted on the basis of their exceptional delivery and who pride themselves on achievement. But think about ‘What will you be remembered for?’
When do you need to ensure you stay in the ‘Now’?
What are the key priorities for your role and which tasks do you need to ‘let go’ of?
What will you be remembered for as achievements in your current role?
Here is the thing: there will always be someone leaving, someone not fully trained, a new change initiative or a restructure. This is why management is so hard, it is like re-engineering a train while it is travelling at high speed. The skill of the successful manager is their ability to manage this process while delivering results.
The skill is to understand the key priorities and to make some tough decisions for the ‘Now’. Good managers are ruthless about priorities and understand the difference between essentials, and ‘nice to haves’. As a manager acquires an increasing level of responsibility they need to establish the priorities of their new role. That may mean allowing some things to be less than perfect, because the consequences of failure are less risky than more important things that require attention. This can be a hard lesson for many managers who have been promoted on the basis of their exceptional delivery and who pride themselves on achievement. But think about ‘What will you be remembered for?’
When do you need to ensure you stay in the ‘Now’?
What are the key priorities for your role and which tasks do you need to ‘let go’ of?
What will you be remembered for as achievements in your current role?
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