Perhaps aspiring managers-to-be are wondering, “How and where do I start the process of becoming an exceptional manager?”. Truth be known, that’s the kind of question that should be asked regardless of one’s business goals or aspirations because you may be called upon to manage without having ever sought the position. Remember, many people are thrust into management positions not because of their management skills but because they “inherited” the position due to tenure or some type of noticeable performance in their area of expertise like sales or administration. Excelling as a sales person or having served as a loyal, competent administrator does not necessarily translate into the ability to manage any more than being recognized as the league’s Most Valuable Player means a star running back is equipped to coach a winning team.
Fact is, the skills of an exceptional manager are those which imbue a person with the ability to inspire a team, build trust within that team, and empower individuals to solve their own problems. Aspiring managers, reread and ponder that statement and focus on “inspire, build trust, and solve their own problems”. Think of your own personal experiences of having been inspired by someone. What about that person stoked your flames of confidence, optimism, and energy? What about their character convinced you they were trustworthy? In what ways did they behave that caused you to rise to a higher level of personal performance? What did they do that convinced you of your own abilities to resolve problems without having to be dependent on someone else?
The answers to those questions help reveal a clearer definition of what it means to be an exceptional manager. Job One in preparing ourselves to manage others is developing authenticity and accountability or “A&A”. They’re just not optional, and there is no way forward or upward without them. Sure, there are plenty of management positions filled with people lacking A&A, but we’re talking about exceptional managers, not spot fillers. Most everyone believes they are already being “real”. The reality is we’re all wearing layers of masks which we change depending on our circumstances. Mask wearing is just part of socialization and harmless [i]as long as we’re aware that we’re wearing a mask and know which one we’ve chosen.[/i] Personal authenticity basically means we’re being genuine. We recognize authenticity when we interact with someone and they come across as being who they really are instead of acting phoney or trying hard to be something they’re not. Authenticity is wrapped up in being self-assured without being self-inflated, and, remember, the difference between confidence and arrogance is the arrogant person is selfish whereas the confident person considers others.
Authenticity is a powerful trust builder. And no manager can effectively lead a team without having their trust. Using one’s power and position may coerce a team into acting, but motivating a team without using fear will always excel and produce better results. The timeless Socratic wisdom of, “the unexamined life is not worth living” can easily be modified to mean “an examined life builds personal connections”, and examining one’s life creates authenticity and connectedness. So, managers-to-be, look within, discard all unnecessary masks, and become believable. In a future edition we’ll address the dreaded “accountability”.
Originally published in Beaumont Business Journal, Heat And Humanity Column
