Leadership
Thinking about the best Manager you ever worked with or for, what was the most important qualities they had?
I have worked for and with hundreds of managers over the years.
The truth is, not that many have left a long-lasting positive impression. Some had very impressive qualifications as well - MBA's and such like. Some had none.
The best people manager I ever worked for was a supermarket manager with no formal qualifications at all.
What made him exceptional?
He always listened and cared. Anytime. Everyday.
He invested more of his time developing other people than on anything else.
He inspired people through such a simple overarching approach to management; How can I help you to do an even better job tomorrow than you did today.
Simple things delivered very well. Not easy to achieve at times, but brilliantly effective.
The impact he had on me means I still refer to his exceptional people management ability c40 years on when I deliver management skills training myself.
How many Managers could you say that about?
Here is a key part of the issue for me;
Too many organisations promote people because they are qualified or technically excellent and then hope they magically become great managers two minutes after a promotion and change of job title.
Unfortunately, technical expertise and management skills are not the same thing.
The best managers create clarity, build trust, and help people perform at their best. They keep it simple and do not settle for "good enough". They strive to help their team be better every day.
Remarkable things can be built on that foundation.
(When I left the store, it was the best performing store in the region on every single key management metric head office applied...)
So, if you are a manager, ask yourself this one question every day;
How can I help my team to become even better tomorrow?
Leadership capability can absolutely be developed. While individuals may differ in their natural abilities and behavioural preferences, the core capabilities that distinguish effective leaders, including self-awareness, emotional intelligence, the ability to develop others, resilience and strategic thinking, can all be substantially strengthened through well-designed, sustained development support. The most effective leaders are rarely naturally gifted in every dimension. They are people who have invested in understanding themselves and developing their skills over time.
Line Manager involvement is one of the most powerful determinants of whether programme learning translates into lasting behavioural change. Participants who return to managers who ask about their learning, create opportunities to apply new skills and provide honest feedback on progress are significantly more likely to sustain behavioural changes. Even the best-designed programme may produce limited lasting benefit if participants return to managers who show no interest in their development.