The article picks up from last week’s blog post, how to be a leader not a manager part two? Below are five more ways on how to behave more like a leader, and less like a manager to be a success in the modern era.
“You manage things, you lead people”
Hamza Kahn
Missed part one?
It is important that we give our team clear communication, outcomes, direction and track results, but not micromanage. We need to provide freedom for creativity provide the right tools for our teams to be able to manage themselves. Examples of this are flexible working hours, working from home or weekly updates rather than daily updates. We need to lead, not manage. So here are five more ways making that change.
Freedom
Times are changing. Previous generations responded well to strong management techniques and close monitoring of activities. This was because we were in an era of tangible skills. For example, one man-hour equals three products. Things are different now; we are in an era of information where people bring intangible skills to a company which is harder to measure and track. What can be tracked is results and success. This is why the current generations, who make up the majority of our workforce do not like to be managed. The modern generations like to make a difference, feel like they’re making an impact and feel passionate about their jobs, just not be managed like a machine. They want to be led in the right direction.
Accountability
As a leader we must be able to show that we are genuine and trustworthy. An easy way to build authentic trust is to be accountable for your actions and do what you say you will do. Visible consistency in this area will create a culture of accountability and then trust.
“Unprofessionalism is contagious”
The same goes for the team. We cannot ignore under performance. If a particular individual is consistently under performing despite warnings, then this will create an adverse effect on the team and culture. Others will see it as opportunity to under perform because “if they can do it why can’t I”. Be strong and know when to discipline people and when to let them go.
Be careful, if they quit first, then they gained the upper hand. This will spread within your team and could have a negative effect on the culture you have created.
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Calmness
I learnt from Dr Rohan Weerasinghe about the human archetypes introduced to us by psychologist Dr Carl Jung. Dr Ro explains that the Sovereign archetype is the one who makes all the decisions for us. It is the Sovereign who is the calm within the storm.
As a leader that is who we need to be. Always. If all hell has broken loose around us, we need to be the guiding light which our team looks to. Think of Kings and Queens of old. During a war it was the sovereign who the people looked too. Practice controlling your emotions in difficult periods and soon your sovereignty will become second nature.
Self-reflection
Spend time to focus on yourself. Spend this time to understand what you are doing well and what you can improve on. This will, over time, help you become better and better. It is also about compound improvement. 1% better is better than 0% better.
Sometimes, it just doesn’t work
As hard as it can be, not everyone can be led as some people just do not resonate with you. I learnt this very recently. Despite using the right behaviours and methods to coach an employee of mine, which worked brilliantly with many others, they just didn’t seem to align with my values. It was then I learnt that some people just can’t be led by me, and that’s ok.
Thank you for reading, JT.
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How to reference this article
- Toor, J (2019). How to be a leader not a manager part two? Available: https://pmgrowth.co/how-to-be-a-leader-not-a-manager-part-two?
Inspirations
- Dr Rohan Weerasinghe. A Master Communicator.
- Hamza Kahn. Ted Talk.