The great, the bland and the downright awful…

Leaders and/or Managers come in many shapes and sizes, many styles, many levels of experience and many levels of adequacy from the great and inspirational, the mediocre, the bland and then the downright awful…

The Great

There are the great leaders who have taken you from a starting point to somewhere better.   They have led you through lapses in judgement and confidence, through the unknown to the clearing; they have supported you when you were having personal difficulties and more…  You remember them fondly like the schoolteacher who believed in you.

The Bland

There are the bland leaders who… I can’t quite remember what they did or who they are.  Sorry.

The Downright Awful

Then there are the downright awful leaders who have taken you from the heady heights where you were confident in your abilities, were performing well and enjoying your role (and therefore life was generally good) and who took you to a place where you would question yourself, double and triple check your work, where your every mistake was highlighted, where the finger of blame was used as a tool and ultimately where they made you dread going into work…

Why is there such a disparity between these Managers and Leaders?

We are not born leaders and so it must be nurture winning (or losing) over nature.   And here lies the problem with Leaders and Managers.  How well do you as a business care or think about the impact your managers and leaders have on your staff?   I guess you are saying a lot; look around, what are the facts?

A lot of Supervisors, Managers and Leaders will have worked their way through the ‘tools’.  Starting at a more junior position, doing a good job at that level, being promoted to a management position and possibly not doing as well as you had envisaged.  How well did you nurture them, develop them, support them and praise them?

It is not rocket science and yet why is it you are surprised that good workers can make awful Managers?

If they haven’t been given the toolkit to manage themselves let alone their staff, the tasks or even their clients, both internal and external, then why would you expect them to excel?.  To recognise and manage underperformance requires support and healthy nurturing, trust and time.

Now is the time to recognise that Managers can make or break companies.

The Great

There are five components to a great Manager and this is captured under the 3:2 Management model.

The 3:2 Mind-set Model for Managers:

  1. Mind-set
  2. Attitude
  3. Behaviour
  4. Goals
  5. High Performance Outcomes

The 3:2 Management Model covers not only the skills and behaviours required to deliver, it also focuses on the Mind-set; and looks at what Managers believe and feel with regards to the role and the company.  Adding to this, the attitude required to demonstrate a Great Manager.

Next blog:  3:2 Management Model - High Performance Outcomes

Changing Attitudes | Influencing Behaviours | Impacting Outcomes…

Margo-Headshot

Margo Manning is Managing Director of Bute Learning and Development and Margo Manning Ltd. Margo is a professional speaker and is an Executive Coach. Margo works with Managers and Leaders to move them from static performance to high performance.  She works with her clients to Drive Success Through Performance.

Margo has been in the development arena for 20 years and more specifically in coaching for 11 of those.  Margo has worked with companies such as UBS, Goldman Sachs, AON, Balfour Beatty, Brunswick LLP, BBMV, Tower Hamlets Homes to name a few.

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