So You Think You're a Good Leader?
(Crow, 2015)
According
to the above info-graphic from Alison Crow (2012)'s flickr account, my
leadership style points south-west. I'm not quick to make a decision, and I
want it to be logical and the best decision possible, but I also consider other
people's feelings and judgments in doing so. Haycock (2010) states that
managers nominated as being exemplary, though, scored high on the MBTI scale of
intuiting, and as a known ISFJ I find this accurate that those that are in tune
with other people make good leaders.
Below
are the two sets of characteristics I believe are most important for being a manager
that I believe I possess and thus will be able to channel to be a great manager
when I meet that portion of my career path.
1. Interpersonal Skills
Managers need to communicate
effectively, build trust with workers, inspire workers, and solve problems
between workers on a daily basis (Evans & Alire, 2013; Henricks &
Henricks-Lepp, 2014). Subordinates look to managers to inspire their work and
offer feedback, both positive and negative, towards their effectiveness in
their own job. They look to managers the way children look to their parent; for
guidance, support, and the answers they can't come up with on their own. They
also look to managers to solve battles between coworkers and to enforce rules
reasonably. In my leadership past, one thing I've always done well is listen
first, speak second. I'm the last one to offer opinions in groups, first taking
in the ideas and opinions of my peers and coworkers. Managementhelp.org offers
a post entitled "What's Your Listening IQ?" (Zidle, 2011), and upon
self-administration I found myself scoring just 1-3 points (points awarded for
bad listening techniques!). This is important because one of the easiest ways
for managers to make their workers feel like important assets to the
organization is to listen openly and non-judgmentally to ideas and concerns.
While sometimes, my communication technique isn't always as clear and direct as
it should be, I believe this to be more of a fault when I speak before I'm
completely prepared. Through planning processes and full understanding of my
work and goals, my communication can be honed in to properly explain
information to others.
2. Organizational Skills
Managers
must spend a great deal of time focusing on strategic planning for their
organizations in order to help these organizations succeed (Evans & Alire,
2013). Henricks and Henricks-Lepp (2014, pg. 279) state that management
involves "planning, budgeting, organizing... and controlling." As
someone who sits back and listens before she speaks, I'm always processing and
organizing information to be straightforward, it’s the "Analyst"
(Crow, 2015) in me. Strategic planning is a complex process of looking at a big
picture of an organization before working on the details in order to make
changes and set a course of direction (Schraeder, 2002). Because I seldom jump
to decisions or carrying out plans before carefully considering the steps along
the way, and what I should reasonably expect as landmarks of success or
roadblocks, my analytical background will surely lead me to success as a
manager. I will have to be prepared, however, when hasty decisions must be
made, and I must think and respond rapidly to situations without what I
consider proper planning time.
Challenges Ahead
It's one thing to believe that I have skills that will help me be successful as a manager. However there are a few things that I know about myself that will cause great challenges in my future as a manager.1. I have a hard time seeing myself as the final say in any aspects; I constantly search for someone that I believe has more knowledge or skill than I do in order to check my work (sometimes very literally). While it is important for a manager to gather ideas from others, relying on them for validation can cause subordinates to view a manager as not having legitimate power over them, and thus cause a rocky foundation of trust (Evans & Alire, 2013).
2. As I learn more about myself, I realize that though I thought it had escaped, I have internalized my mother's need for control. I like things to go how I expect them to, and often have a hard time watching someone else complete a task differently than I would have done it, and not open my mouth to make suggestions. This is, however, a very important aspect of delegating tasks as a manager; to give someone a task to own and complete regularly without having to check in on them, and trusting that they will complete it effectively (Authenticity Counseling, n.d.). While it is important to be open to answer questions and to evaluate their work, this should be done after the work has been completed, not while the person is still completing the task. This allows managers to relieve stress from their own workload; but it also means that a manager (yes, me) also let go of the concern of how it is being completed.
3. Sometimes, communicating information works really well for me, and sometimes I confuse my audience more than necessary with excessive words and details, and indirect explanations. The Abbott and Costello routine of "Who's on First" (BCCBusinessClips, 2012) speaks all too well to the poor communicator in me. There are many times, especially when I understand a topic well, that I am an excellent teacher as I am patient and willing to adjust how I explain things or repeat myself as needed. However, there are certainly times where I get nervous and all hope is lost. Most concerning is meeting with a Board of Trustees where I must present information or petition for a change in the library where I will be expected to be clear and concise, and my brain will simply flood with excess words and information. Practice and experience will certainly aid my journey, but future me has present me already knocking knees in anticipation of such experiences.
