How to Walk the L.I.N.E of Effective Management
Management is no easy task. As managers, we dedicate ourselves to managing all of the responsibilities that we are handed down..
There are a host of reports, budgets, conference calls, policies,
procedures, analysis, hiring, firing, documentation and the list goes on and
on and on. How is this humanly possible? Have managers been forced to accept
that in today’s economy corporate America requires that we all work two jobs
for the price of one? I would venture to guess that it has been accepted as
a “new challenge” for those managers that want to retain employment.
These circumstances then beg the question, “Who is managing the people?”
Where do we find the time and what can we do to be the most effective
managers? The answer must first be qualified by saying; we can’t simply hope
that our staff can manage themselves or each other. After all, as managers
our first priority must always be to manage our people. Yes, we do lead
first. We do mentor, guide, direct and coach, but ultimately as managers it
is our responsibility to manage the people that in turn manage their tasks
and priorities. In taking that role we also ultimately agree to play a
number of other roles. I offer to you that there is a specific L.I.N.E. that
managers can walk to get the most out of their staff.
There are truly four job titles that we must take on to meet the needs of
any department. This applies to not only the people we manage, but in our
personal lives as well. Think back to most effective manager you have worked
for in your career. Was he/she able to mentor the staff, be inquisitive,
listen to needs and concerns, and always seek fair and/or creative
solutions? If the answer is yes, then your boss understood the value of
walking the L.I.N.E. How about you?
L is for Leadership. This type of leadership that can inspire, guide
and motivate us to reach our goals. Leadership is a finely tuned, confident
and thoughtful process. Leadership is not telling others, but rather
motivating by example while explaining the values and benefits of success.
I. is for Investigator. The role of the investigator encourages our
sense of fairness as we Make ourselves responsible for finding the truth of
a matter. Investigating an incident, a discrepancy, a complaint or a dispute
belongs to the manager and should never be delegated to a staff member.
N. is for Nurse. The traditional characteristics of a nurse are that
of understanding, compassionate, dedicated listener and healer. While a
manager will not delve into nursing personal, non-work related issues,
he/she will seek to be empathetic and remedy oriented. The nurse always
considers the needs of the human spirit.
E. is for Engineer. What an exciting challenge the engineer holds in
stepping outside of the box. There is tremendous opportunity for the manager
that defines success as reaching objectives without mandating identical
paths to get there.
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