Herbert Lewis

EXPERTS IN the world of business all share the opinion, that unless you are new to the business world, chances are you have encountered someone in a management position who should not have been there. Unfortunately, individuals who are the best performers are often promoted to leadership positions without much formal management training. But being good at the job does not always translate into being a good manager. Those who manage well know that it takes a great deal of skill and knowledge to be able to motivate, evaluate and manage a team. A manager must have a firm grasp of the business, but he or she must also be able to communicate well with others, a skill which does not always come naturally.

To be an effective manager, there are some basic rules which must be learnt and clearly understood. Being an effective manager is all about people.

One should never forget that good managers get their work done through, with and by developing their people. Managers who are most effective, know their people's talents, and take the time to get to know their people.

PROACTIVE APPROACH TO LEARNING

It is advisable for those who are taking on a management role, or want to do so in the future, to take a proactive approach to learning the management ropes. I share some for what they are worth.

(a) Examine your own knowledge. Sometimes, knowing what you don't know is the best place to start. Examine what you do and do not know about management. Think back to experiences which you have had and managers you have worked for. Consider what worked in your past professional relationship, and what needed to be changed. It is quite possible that you can pick out some of the good and bad traits of managers in your past and use this knowledge to your benefit.

(b) Another very important early step to take is finding a mentor who is in a leadership position in your workplace. You need to make sure, however, that you find someone who is not just doing the job, but doing it well. And very important, make sure you are able to learn from someone who can and is willing to teach you good habits. You can also benefit from critical feedback in key areas, such as communication, interpersonal relationships, technical abilities, change management and leadership skills

(c) Go back to school. Many progressive organisations can help you access courses in management development. Don't be shy to ask your organisation to send you to a seminar. These seminars are great places for a new manager. The right ones cover topics such as how your role changes when you become a manager, how to delegate and how to get your people on board with you. Of course, you owe it to yourself to seek out how you can improve your own education.

READ FOR PROFESSIONAL GROWTH

(d) Hit the books. I find that another very, very good way to take your management development into your own hands is by reading books on the subject. I am surprised at the number of managers with whom I have spoken who do very little reading, and if they do read any at all, they rarely read books which can help them in their professional growth.

(e) Learn to listen and understand others. There is an African saying, "We have two ears but one tongue" meaning that we talk more than we listen. I believe that the secret to being successful in any management position is knowing how to relate to, communicate with and honestly evaluate your people. This part of management is the most challenging for professionals who find that they have gone from being friends with their co-workers to being in a position of authority. When it comes to establishing a relationship with a new team, it is important to be upfront and honest. In addition, take a real assessment of how your employees are performing, and communicating with them about their quality work. This means not just accepting that the work is getting done, but requiring that it gets done right.

(f) Put your people first. If your employees don't perform well, you don't perform well. Every good manager must learn how to train, support and motivate his or her employees. There are times, however, when a manager and his company are unable to satisfy all the needs of his or her employees. In those circumstances, a good manager must use his or her best endeavour to communicate honestly and frankly the true facts of the constraints. But at no time should your employees be left to speculate or engage in unfounded rumour because you failed to communicate the truth and nothing but the truth in a timely manner.

ATTITUDE

But there is another quality of a good manager which must not be forgotten. I speak of attitude. A question frequently asked is this: Why do some people seem to reach the top of the corporate ladder easily, while others remain stuck on the middle rung of management? One might think that it is just because those people have more of what it takes to succeed, like brains, talent and powerful people in their corner. Of course, it is the powerful people in their corner sometimes, but there is something else which is of critical importance ­ it is the right attitude.

Dr. Martin Seligman, an author on optimism, found that positive people have better relationships and go further in their careers. Anyone can adopt the right attitude. No matter where you come from or how much innate talent you have, the right attitude can make all the difference in your career as someone who has to manage people.

If we are going to be effective managers, whether in the private sector, public sector or in the political arena, we need to be able to live with the little you within you called conscience. The million-dollar question is: Do we all have that little you and that little me and do we pay attention to it?

Herbert Lewis is an industrial relations specialist and former president of the Jamaica Employers' Federation. He may be reached at herblewis@cwjamaica.com