Weak Management
Many organizational leaders are being managed by their subordinates, often without realizing that it is happening. One client described his attempts to have his assistant type up notes and then return the notes to him once the task was completed. Unfortunately the notes often were not returned, so my client got in the habit of writing up two sets of notes - one for his assistant and one for him to keep. That's an example of weak management where the person who is ostensibly leading is being managed by the person hired to support his efforts.
Strong Management
I was told about a leader (not a client) who insisted that she read every e-mail from her department before it was sent. That's an example of excessively strong management where the leader has fallen into the trap of micro-managing every detail of her department.
Strategic Management
The strategic response is to manage, in part, by inviting others to manage both you and the organization in appropriate areas. Be clear so you don't invite participation you don't want, while allowing people to have real authority within their areas of responsibility - this is true empowerment.
My suggestion to leaders is to manage philosophy (overall perspective and direction of organization) while allowing subordinates to manage the processes that bring that philosophy into reality.
Remember: Guard substance (the organizational philosophy and objectives) while releasing style (the frontline implementation of processes necessary to achieve your objectives). As necessary, address processes that aren't supporting the philosophy, or worse, are working against it.
Middle managers have the unique privilege to serve as translators between upper management and frontline personnel. They must be multilingual.
Some of my clients are not good with follow through on details. I encourage them to hire a strong administrator, someone who has the ability and authority to hold them accountable to accomplishing key tasks. Someone allowing them to manage from their strengths while compensating for their weaknesses.
A few key areas in which you need to manage or be managed:
- Access to your time
- Expectations - both formal policies and procedures, as well as informal directives
- Roles and the titles with which they are associated; for example, helping bookkeepers resist the temptation to act as mini-CFOs, trying to influence financial policy and the distribution of resources, while at the same time, empowering bookkeepers to develop processes that capture and implement the organization's policies and financial strategies
You are either managing others or being managed - that is reality. The strategic response is most effective and the approach I hope you've adopted - both managing and strategically (consciously, deliberately, through invitation) being managed.
At Julian Consulting, we are here to help you succeed - implementing strategies to manage and be managed effectively.
