Picking Good Managers

Those of you familiar with business management literature are surely familiar with the works of Peter Drucker. His contributions to the advancement of the modern corporation are numerous. In fact, Drucker is often cited as the most influential thought leader in modern business management movement.

Drucker is credited with inventing the concept of management by objectives, coining the term “knowledge worker” and founding one of the first-ever Executive MBA programs for working professionals at Claremont Graduate University. He was also widely known as the grandfather of marketing and modern business consulting.

Drucker was keen on understanding the success (or failure) of businesses through the management process, which consists of planning, organizing, leading and controlling. Understanding the process and its concepts is key to preparing your managers to be successful. 

global_business_team.jpg

The role of a manager is to engage his or her team members to perform at their best by  providing direction, offering feedback and setting goals. According to a study by Gallup, managers are often the most important hires in any organization. They account for at least 70% of employee engagement in the workplace. Yet more than 80% of the time people are hired to become managers/supervisors it is because they were good at their previous job.

However, “being good” at a task doesn’t guarantee that a person will be able to effectively lead others through that same task. The best managers are most often proficient in four skills that speak to effective leadership:

  • Identifying Talent: Taking note of the skills, knowledge, education and experience necessary for the roles you have on your team.
  • Setting Expectations: Effectively communicating the contributions, responsibilities and needs of an employee to ensure clear understanding of the parameters of the job. 
  • Motivating Employees: Finding the most appropriate and effective ways to recognize the unique factors that motivate your employee to perform at optimal levels. 
  • Developing People: Recognizing a persons abilities, strengths and tendencies in the workplace and developing a plan to leverage those qualities to improve your team's performance. 

In his book The Practice of Management, Drucker stated that “There is only one valid definition of business purpose: to create a customer. .... Therefore, any business enterprise has two—and only two—basic functions: marketing and innovation.” So, if he were to be believed, it stands to reason why Drucker would point out the two primary activities that bridge the gap between the customer and business. And that's where managers come in.

The best managers are an organization's glue. They create and hold together the scores of people who power high-performing organizations.

Think about the best managers you've ever worked for. What were the qualities that made them so good as a leader? 

Share you thoughts about the best managers you've worked with in the Comments Section below!

Alejandro Bodipo-Memba

Chicago, Illinois