Five Management Myths: Simple Truths about Leadership Development
Many of the challenges facing organizations stem from a lack of supervisory and management skills. People are promoted based on their technical abilities with little time and attention given to the need to understand, lead and motivate people. Here are five common “management myths” that may impede progress toward organizational success.
Management ability comes naturally over time. While this may happen in select instances where individual initiative and interest takes hold, the best approach is for the organization to develop and execute a plan to develop and improve supervisory and management abilities. This is an essential element of strategy and planning.
All you need to be an effective manager are some smarts and a sense of fair play. While this may help, effective managers need skills. And skills can be taught, applied, and improved over time.
People skills are “soft skills.” Take a look at your payroll and related expenses. Investing in managers’ ability to fully develop the talents, ability and commitment of your team members may be among the best investments you can make. When everyone is focused, energized and pulling in the same direction, the effect on organizational performance is dramatic.
Our people are mature adults, they know how to handle conflict. The ability to effectively confront and resolve conflict is a highly specialized skill which must be developed and practiced. Too often, internal conflicts are not addressed and can fester and grow. Resentments build impeding teamwork and performance.
Where there is doubt, management will be given the benefit of that doubt. When there is a void of information in organizations, that void will be filled very quickly and usually with the wrong information. The ability to listen carefully, without judgement or emotion and to communicate clearly and effectively are leadership skills that can be taught, practiced, and improved.
Leading organizations understand the requirement to develop supervisory, management and leadership skills company wide. To make this part of your planning process, contact me at firstname.lastname@example.org.
Joseph P. Truncale, Ph.D., CAE, is the Founder and Principal of Alexander Joseph Associates, a privately held consultancy specializing in executive business advisory services with clients throughout the graphic communications industry.
Joe spent 30 years with NAPL, including 11 years as President and CEO. He is an adjunct professor at NYU teaching graduate courses in Executive Leadership; Financial Management and Analysis; Finance for Marketing Decisions; and Leadership: The C Suite Perspective. He may be reached at Joe@ajstrategy.com. Phone or text: (201) 394-8160.