The best managers do what they are supposed to do. They lead and manage their people to deliver the outcomes that their role requires.
Be this in a business that delivers products and services; an organization that is there to serve the public or maybe a not-for-profit body who do their best for those who need help.
A manager’s role is to get the best from their people.
This means that they focus on that key role and ensure that they have a team around them whose purpose is to deliver the systems, processes and standards that are vital for the team to be effective and efficient.
And sometimes that doesn’t work so well.
Take the case of a junior team member who wants to take some time off.
A hard worker, always ready to go the extra mile and to do that little more, because that’s their way of being. They always find the time to get there a bit early or to stay on when the business needs it.
They need a couple of hours off to help a sick relative to go to a medical appointment and they are even prepared to swap their shifts around to cover their time.
They trip off to HR to ask for the time, because this is the agreed team process for getting a bit of flexibility into employees worked time, to be told that ‘it’s not allowed’, by the HR assistant (who is, by the way, only acting on instructions they received).
They go away with their tail between their legs cursing how good, flexible and committed they themselves are to the team, whilst the organization does not give back to them in their time of need.
Where manager’s delegate the delivery of activities that the team needs to have in place, there’s always the risk that ‘the rule’ that’s in place is going to lose sight of a bigger picture issue, where that’s the rule that is implemented inflexibly.
The bigger picture being the (often small) acts of goodwill that engender motivation and commitment from the workforce when they recognize the efforts that their people make inwards.
Whilst there needs to be a system to prevent chaos, every manager needs to be sufficiently in touch to be receptive to the open and honest feedback that’s vital to understand whether the processes are simply serving themselves – or the team is being served by that valuable process that’s so useful.
Is the dog wagging the tail – or the tail wagging the dog?
Good managers delegate effectively.
Great managers sound out their people, by creating interactive relationships that go both ways, to ensure that the whole delivery of delegated activities serves to team as a whole – and not just get the boxes ticked.
Whilst compliance is important – it’s not the most human of ways to be – that needs a manager to use the time they have freed up by delegating effectively, by listening to what’s happening at grass roots – and responding to their needs within a process that works for the team, and not otherwise just because it’s always interpreted in a straight line.