Management Has Always Been Difficult
10 June 2008
Read by 2010 persons
Text: Due to mergers and restructuring, workers experience daily stress. Added to this is the demand for performance in a context strongly marked by profitability. Therefore, they must be mobilized...
Often, managers seek to create a work environment conducive to commitment and productivity. This is their daily challenge.
To demonstrate that you are a good manager, you must succeed in getting people to work effectively as a team and help them flourish by using their full potential. Your management responsibility gives you a strategic role in leading and supporting people.
In this role, you help employees do things differently, discover other possibilities and imagine solutions to achieve the desired results. You must also earn the respect of your employees through your leadership and competence and succeed in bringing them together within a team that is united by a common goal: achieving the organization's objectives.
Never have we needed such solid expertise in people management. A complex situation may even exceed the manager's supervisory abilities. Often left alone to cope, they will quickly feel incompetent.
Certainly, training is an excellent means of support, but mobilization and recognition also count for a lot. If these two essential aspects are lacking, nothing can compensate. The absenteeism rate and the multiplication of assistance programs clearly indicate this.
Multiple training programs exist. Should we see a real need or rather the distress of the market that no longer knows what to do? In fact, it is time to realize that managing people is not learned from books. It is learned in practice.
A word of encouragement...
So, why write this article? If there is one thing I have learned in 35 years of career as a manager, trainer and consultant, it is that I cannot "teach" someone how to manage their work team. But I can support them in their task.
I decided to write this article to encourage all those who, daily and constantly, courageously and committedly assume the responsibility of supervising and supporting the people placed under their supervision. They have been declared responsible for the success of these people and for maintaining an adequate work environment, according to a pre-established organizational model and for a salary scale which, they have been convinced, will be most advantageous. What a responsibility!
Let's not fool ourselves. We agree to be managers because we want to and because this role encourages us to give our best by helping others achieve their goals. It is a work of constant self-improvement.
Because it is time we told ourselves the truth... Management has always been difficult and will remain so! So, to all managers, I say: "Bravo, good work!" I thank you for giving of yourselves daily to support your staff in risk management. Bravo for the time and expertise made available to the people under your responsibility. Thank you for the availability you devote to the next generation to instill in them the motivation to excel. Are you still wondering why I wrote this article? To encourage you, simply!
Posted on May 5, 2008
orhri.org
Often, managers seek to create a work environment conducive to commitment and productivity. This is their daily challenge.
To demonstrate that you are a good manager, you must succeed in getting people to work effectively as a team and help them flourish by using their full potential. Your management responsibility gives you a strategic role in leading and supporting people.
In this role, you help employees do things differently, discover other possibilities and imagine solutions to achieve the desired results. You must also earn the respect of your employees through your leadership and competence and succeed in bringing them together within a team that is united by a common goal: achieving the organization's objectives.
Never have we needed such solid expertise in people management. A complex situation may even exceed the manager's supervisory abilities. Often left alone to cope, they will quickly feel incompetent.
Certainly, training is an excellent means of support, but mobilization and recognition also count for a lot. If these two essential aspects are lacking, nothing can compensate. The absenteeism rate and the multiplication of assistance programs clearly indicate this.
Multiple training programs exist. Should we see a real need or rather the distress of the market that no longer knows what to do? In fact, it is time to realize that managing people is not learned from books. It is learned in practice.
A word of encouragement...
So, why write this article? If there is one thing I have learned in 35 years of career as a manager, trainer and consultant, it is that I cannot "teach" someone how to manage their work team. But I can support them in their task.
I decided to write this article to encourage all those who, daily and constantly, courageously and committedly assume the responsibility of supervising and supporting the people placed under their supervision. They have been declared responsible for the success of these people and for maintaining an adequate work environment, according to a pre-established organizational model and for a salary scale which, they have been convinced, will be most advantageous. What a responsibility!
Let's not fool ourselves. We agree to be managers because we want to and because this role encourages us to give our best by helping others achieve their goals. It is a work of constant self-improvement.
Because it is time we told ourselves the truth... Management has always been difficult and will remain so! So, to all managers, I say: "Bravo, good work!" I thank you for giving of yourselves daily to support your staff in risk management. Bravo for the time and expertise made available to the people under your responsibility. Thank you for the availability you devote to the next generation to instill in them the motivation to excel. Are you still wondering why I wrote this article? To encourage you, simply!
Posted on May 5, 2008
orhri.org
