The fear of becoming a bad manager can make it one


The word “manager” is probably cliché enough to get anyone excited about management roles. The truth is, most people don’t want to be managers. Managerial skills typically include planning, communication, problem solving, decision making, delegation, and motivation – all at the same time. That’s why many find being a “good” manager harder than it is.

Developing managerial skills early on can help young professionals overcome the challenges of becoming bad. While some companies tend to overlook the importance of responding to fears, concern mapping can help employees hope to manage teams and departments more effectively.

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After all, no one wants bad managers to leave a legacy. Every young professional will inevitably find themselves in a management role at least once, so it is a good idea to develop crucial managerial skills to not activate and normalize mismanagement in an organization.

A good manager prepares his successors

Young managers or aspirants with limited experience intuitively believe that management roles come with important and scary responsibilities. They are not only required to achieve their own goals, but also to help their team achieve the desired goals in the business, in a consistent manner. They also need to have an exit strategy – where they can aspire to transition to a better role and develop someone to take on their current role.

“A good manager is someone who realizes the difference between a supervisor and a leader. He / she should have good ‘people skills’ that inspire others around him and give off a positive vibe in the team. A good leader must be able to delegate tasks to the team without fear that their subordinates will fail. Practicing this would eventually allow them to prepare a successor, which is proof of good leadership ”, explains Pritom Das, Brand Manager at Grameenphone Ltd.

More generally, managers around the world are expected to have good communication skills, as they have to divide work, delegate and prepare their subordinates to face challenges on a regular basis. Without empathy, emotional intelligence, and strong interpersonal skills, a manager cannot expect great results from a team they fail to identify with and motivate.

Good managers learn (about their team) every day

A manager is only successful if he lets his team / subordinates grow under his leadership. This process requires an immersive experience for the manager, as he must learn and keep abreast of the challenges of his subordinates at work every day. True leadership requires learning about people in order for people to learn.

“To be honest, I learned most of my professional lessons from people I was afraid of becoming. Today, I am a manager myself and I wake up every day with a heavy responsibility on my shoulders. I realize that my decisions can go big What keeps me going even then is my nature to see myself as a lifelong learner – as a manager you have to be on your guard to keep things going relevant to your team, ”said Sanjida Tanny, education and communications lawyer. Professional.

“Be open to ideas, be open to learning from everyone around you, be open to teaching and sharing your learnings, and while we all love to be tech-savvy, make sure the human in you is still alive, ”she added.

Good managers don’t overcome their skills

“Managers need to have a certain level of skill to manage people and guide the team. However, there is a significant difference between “being competent” and “demonstrating competence”. Their subordinates should trust their judgments based on their competence, but if the manager shows it to excess in all the opportunities that they have, the team risks losing confidence in them and being intimidated by their methods of management. work, ”said Arijit Saha, senior business analyst at a leading IT company.

“The job of a manager is to keep people alive – through conversation, inspiration and appreciation. But for that to happen, they have to take an interest in the people they work with to show them value. Interest Young professionals in any management body who think they have the authority and the power to control someone are the basis of mismanagement.

Setting clear expectations and just focusing on being a good human being for your team is a great start. The rest can be figured out with time, patience and consistency, ”he added.

To set clear expectations, managers can give precise instructions, make them measurable (metrics to follow), expose the relevance of the task and the expected results according to the capacity of each employee.

Good managers give helpful feedback (not just feedback)

The fear of being a bad manager and of searching on Google “What does a good manager do?” “Many would retain a common trait of a manager: giving feedback. While it is considerably easy to give feedback, giving “useful” feedback that directly improves a team member’s performance is more important.

Telling your graphic designer that the design “lacks a spark” wouldn’t help bring the spark to it. Instead, giving them specific instructions that you think might help them improve is always a better approach than waiting for them to figure it out and get frustrated in the process.

Good managers also give helpful feedback outside of work. Noticing your team members enough to give them useful feedback outside of work helps the team synchronize well to handle difficult situations together and overcome them smoothly.

Good managers are ideally “mentors”

“As a manager, the first thing I always want to do is not to label myself as such. I would like to see myself as the combination of three distinct roles: an advisor, a guide and a colleague. A manager for me. is more of a mentor. ” said Ayman Rahman Arghyo, Creative Director at Purplebot Digital Ltd, adding a different perspective to the discussion.

“A bad manager can prevent you from seizing new opportunities and career advancement, setting you off on a path that is not right for you, and even completely harming you in the industry. The role of a mentor is a huge responsibility that could potentially give you a lot of power and influence over someone who needs real advice, molding, and guidance.

This includes everything from support, encouragement and motivation; to open new doors; networking and employment opportunities. Having someone whose background is complementary to yours and who is personally involved in your success is when you know you have a good manager, ”he added.

Good managers take the ball for their team

“Good managers don’t need positions of authority / seniority to exercise leadership. They just need to be one step ahead of you in terms of technical and interpersonal skills and be ready to help you grow, ”said Samuel Mursalin, Director of Strategy at Bolstar, HR-Tech startup and Lecturer, Department of Management at North South University.

“Good managers articulate everything, the bad and the good, very clearly so that you know what they expect from you, what you need to do to achieve the KPIs and what is at stake. team expectations. their team members get all the credit and take all the balls himself. ” he added.

Managers can be a lot of things, but one thing managers are is their perception of who they are. Working with a team to move it forward can be overwhelming, but managers who ask for help and hold others accountable in the process do so in a transparent and consistent manner.

“A good manager should encourage ideas and ownership. The manager I would like to work with should ensure that subordinates have opportunities for learning and growth. They should also be able to deal with issues fairly, polite and professional. ” said Oishee Erada, sales development representative at a local SaaS startup.

While the roles and responsibilities of a good manager are defined, they are also subjective. Giving in to the fear of being a bad manager because you are dealing with one is what hinders the growth of an individual the most.

Instead, talk to people before you take a leadership role, learn the basics of not appearing arrogant towards your subordinates, and do your job with integrity. These might not make you a “good” manager overnight, but they won’t make you a bad one.

No matter what you do, give credit for a good job. Stealing credits doesn’t put you in the spotlight, it makes you as boring as the blinking tail light of a broken down car, to your subordinates.

About Jason Norton

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