Many managersâ€™ temptation is to deal directly with whatâ€™s in front of them that seem urgent or whatâ€™s not working. But doing this prevents you from focusing on what matters and strengthening your area of excellence. As a manager, youâ€™re no longer an individual contributor so should spend your days on the following;-
Anticipating: What do you need to know that you donâ€™t? What opportunities can you create? How do you typically scan the horizon to see if you are aligning with the right priorities? How do you generate team improvements?
Reframing: Neutralise negativity by getting people focussed on what could be instead of what is. Your job is to bring value; understand whatâ€™s going on and how you can bring new perspectives to move things in the right direction. Understand the causes of problems before tackling them or youâ€™ll end up with surface solutions.
Challenging: Your own assumptions and the way you do things. Have a frame of reference where necessary but be open to trying new ways and taking some calculated risks. Assess your own tolerance of risks and those of others you manage.
Interpreting: Things are hardly clear-cut these days and learning to operate in ambiguous situations is a must. Trust in your wisdom but seek some from others in interpreting situations. Donâ€™t take things at surface value.
Facilitating: Understand what makes people think why certain agendas are important to them. Learn to surface what remains unsaid that influences behaviour. Donâ€™t approach issues or situations as events. You almost have to develop your intuition so that you can sense when something is not going right.
Leading: Continue to improve your leadership. As for feedback, work out ways to keep it coming.
Now take action: What do you need to stop doing?