Unsurprisingly,
it turns out that an outstanding mix of skills and knowledge isn’t enough to be
a great leader in the workplace. According to author and executive coach Judith
Sherven, Ph.D., a few psychological strategies are essential, too.
Sherven
explains in a recent LinkedIn post
that while there are “numerous books, courses, and online trainings for
improving your managerial skills, seldom do they address the psychological
underbelly of wise and wonderful management.”
She says
that understanding and incorporating the following psychological truths have
enabled good managers to become great ones:
1.
Your team wants you to lead, not rely on their opinions.
Collaboration and team input are
important in the workplace. But managers shouldn’t
consult with their team members before making every big decision. Managers who do
this aren’t seen as true leaders.
Managers who are uncomfortable
with their senior status tend to believe that becoming friends with their team
members will empower those who report to them, Sherven says. “Actually, nothing
is further from the truth. Role confusion makes for team members’ job confusion,
which creates organisational confusion.”
2.
Trying too hard to save an employee endangers your whole team.
Well-intentioned managers often
get caught up in trying to save a team member whose behaviour or output is
“insufficient, incorrect, or injurious to the wellbeing of the team,” she
explains. Maybe it’s because this manager hired the individual. Perhaps it’s
because they have high hopes for this person’s career. Either way, it can feel
like a blow to their sense of competence when they’re forced to admit that the
person needs to be let go, Sherven says. “But letting go must become a must-do
in order to protect the wellbeing of the other team members and the team’s
output.”
While there
are many other psychological truths about excellent management these two can
get you started in thinking about what’s most wanted and expected of you from
your employees.
Be
Brilliant.
That is all
–
David
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