Knowing How to Manage a Team
16 December 2013
Read by 2556 persons
Managers have always been under pressure, from the company itself, as well as from clients and external partners. They have significant human, economic, commercial, and strategic responsibilities.
Even if people think bosses are born, that everything is innate, and that managing a team isn't real work, they're wrong. Very wrong.
Because, in fact, managing a team requires not only skill and intuition but also real abilities, such as knowing how to delegate intelligently or skillfully correct a colleague.
You must be and remain the pillar, the one who makes fundamental decisions that affect the future of the company and its employees, the one who sets objectives and shows the way to achieve them, in a difficult situation.
You must also be regular, consistent, organized, efficient, ready to exchange ideas, listen, and engage in dialogue, experienced, able to bridge the gap between theory and practice, between demand and reality, able to implement a stable system of collaboration and teamwork, while taking into account the company culture, its methods, and its usual operations.
To manage in a calm atmosphere, a good manager manages minds while remaining honest, frank, and conciliatory. They handle conflicts discreetly and firmly. They don't hesitate to organize meetings to regularly review progress, away from hallway gossip, in a spirit of openness and real exchange of viewpoints.
They absolutely avoid being tyrannical, arbitrary, eternally dissatisfied, overly controlling, too critical, and negative. They don't take a position abruptly, without being aware of the implications, the stakes, and the realities on the ground. They strive to follow the same line of conduct, not to act in bad faith, or to change their mind and direction too often, which, in the medium term, destroys the trust and serenity of employees. They lead by example by working alongside them because judgment is only granted to those who are active.
Furthermore, a good boss understands that managing a team means knowing their team. This means knowing precisely who it comprises, the seniority of each member, their role, their level and area of expertise, their usual work methods and internal organization, and even their unspoken but deeply ingrained codes of conduct.
This mastery of the company's realities will allow them to happily develop their creativity and leave room for that of their employees.
Even if people think bosses are born, that everything is innate, and that managing a team isn't real work, they're wrong. Very wrong.
Because, in fact, managing a team requires not only skill and intuition but also real abilities, such as knowing how to delegate intelligently or skillfully correct a colleague.
You must be and remain the pillar, the one who makes fundamental decisions that affect the future of the company and its employees, the one who sets objectives and shows the way to achieve them, in a difficult situation.
You must also be regular, consistent, organized, efficient, ready to exchange ideas, listen, and engage in dialogue, experienced, able to bridge the gap between theory and practice, between demand and reality, able to implement a stable system of collaboration and teamwork, while taking into account the company culture, its methods, and its usual operations.
To manage in a calm atmosphere, a good manager manages minds while remaining honest, frank, and conciliatory. They handle conflicts discreetly and firmly. They don't hesitate to organize meetings to regularly review progress, away from hallway gossip, in a spirit of openness and real exchange of viewpoints.
They absolutely avoid being tyrannical, arbitrary, eternally dissatisfied, overly controlling, too critical, and negative. They don't take a position abruptly, without being aware of the implications, the stakes, and the realities on the ground. They strive to follow the same line of conduct, not to act in bad faith, or to change their mind and direction too often, which, in the medium term, destroys the trust and serenity of employees. They lead by example by working alongside them because judgment is only granted to those who are active.
Furthermore, a good boss understands that managing a team means knowing their team. This means knowing precisely who it comprises, the seniority of each member, their role, their level and area of expertise, their usual work methods and internal organization, and even their unspoken but deeply ingrained codes of conduct.
This mastery of the company's realities will allow them to happily develop their creativity and leave room for that of their employees.
