Ashford W. Meikle, Staff Reporter
Managing partner of Corporate Strtaegies Limited, Aubyn Hill, speaking at the Jamaica Employers' Federation's annual general meeting last week. - CARLINGTON WILMOT PHOTO
"I SEE a lot of managerial drift because managers don't want to take the initiative. They won't take the initiative [and] are too distant from the action," declared managing partner of Corporate Strategies Limited, Aubyn Hill.
Mr. Hill was speaking last week at the Jamaica Employers' Federation's (JEF) annual general meeting at its offices on Ruthven Road in New Kingston. Managing director of Manpower and Maintenance Services Limited, Audrey Hinchcliffe, was re-elected unopposed as president of the JEF.
Describing the habit as being 'insidious', the consultant rued that as a result of managerial drift, "managers do not manage any more. They love the job, they take the money, but they refuse to manage." He emphasised that managers should "make good decisions that are ... overriding. You need to monitor and measure go out and see the action."
According to Mr. Hill, it is incumbent upon managers to set the trend in the workplace, since "employees learn most from their bosses in the job. You are supposed to set an example."
Mr. Hill outlined the characteristics of great managers:
Long-term outlook. "Managers often take a short-term view. You must take a long-term view," of the organisation, charged Mr. Hill. "You have to look at the organisation that you manage or own in perpetuity."
Follow-up. "Eighty per cent of good management is just simply follow-up. ...You don't have to be brilliant, you don't have to be a great speaker." However, while it is important to follow up on tasks assigned, managers must "make sure that they are as fair as they can be when following up and monitoring. Make sure you involve the people that are going to be affected." He reflected, "Many managers don't like to monitor and follow because it takes work."
Stay the course. "It takes discipline. If you want to run for popularity, don't go into management go into politics," he advised. He said that once a decision is made, stick with it since that earns respect.
Cost containment. "Great managers manage their costs," said Mr. Hill. He explained, "It's not just about revenues. When you control costs you add value to your customers. Make sure you become more efficient. Continue to raise the bar."
Don't lie to employees. "Don't lie to employees when they are mediocre. It's one of the wickedest things managers can do. Tell them from early and then monitor them," advised Mr. Hill.
Salary. The consultant noted, "many people take the job as a God-given right ... but a job is like trust." He continued, "don't take your salary for granted. The salary is the biggest benefit to the employee. Let them know that. Tell them you pay them to do their best. A job is like trust ... the right to the job has to be earned everyday."
In concluding his presentation, Mr. Hill lamented, "The job description is a very limiting document." That document, he said, ought to read, "I will do what is necessary for the company's success within the laws and culture of the country."
