Ever feel like you're just winging it as a manager? Don't worry, we've all been there. But what separates the truly exceptional managers from the mediocre ones boils down to their mindsets. Having the right mental attitude and approach is half the battle.
In our previous posts on Management by Exception (MBE), we covered the core philosophy of empowering teams while maintaining strategic oversight, as well as best practices for effectively handling escalations when they do occur. But there's a crucial third element that makes this leadership approach truly sustainable: developing your team's escalation instincts.
In today's rapidly evolving business landscape, the ability to continuously learn and adapt is no longer a luxury but a necessity. Organisations that cultivate a culture of continuous learning are better equipped to stay ahead of the curve, foster innovation, and thrive in an ever-changing environment.
My blog post on Management by Exception (MBE) seems to have struck a chord with readers hungry for a balanced leadership approach. Many saw the benefits of empowering their teams while still maintaining strategic control. However, we also received comments and questions about a crucial aspect of MBE: how to properly manage the escalations or "exceptions" when they do occur.
In today's fast-paced business world, managers are constantly torn between two competing demands: the need to empower their teams to make quick, independent decisions, and the need to maintain control to ensure those decisions align with organisational goals.
In the world of Learning and Development, we're always chasing that perfect training formula—the one that sticks, the one that transforms, the one that genuinely up-skills our workforce. But here's the million-dollar question: does size matter? When it comes to course length, it's a debate that's been simmering in L&D circles for years.
The landscape for managers is shifting dramatically as we move into the next decade. Technological disruption, changing workforce dynamics, and evolving social expectations are creating a perfect storm of challenges. Thriving in this new reality will require a fundamentally different management mindset and skillset.
Conflicts are an inevitable part of any workplace setting. Whether it's a clash of personalities, differing opinions, or competing interests, disputes can quickly escalate and negatively impact team dynamics, productivity, and overall morale. As a manager, it's crucial to have a solid understanding of conflict resolution strategies and techniques to address and defuse tense situations proactively.
Admit it – when you hand out those post-course evaluation forms (or as some like to call them, "happy sheets"), are you really just going through the motions? Sure, you might get a few polite comments about the coffee being nice and warm, but those happy sheets are about as useful as a chocolate teapot when it comes to genuinely measuring the effectiveness of your training.
We've all been there - that manager who calls you at 8PM to thoroughly explain a task you'll be working on...tomorrow. Or the one who agrees with every decision in the moment only to berate you later about it. Bad management habits run amok in offices everywhere.
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I'm Bob Bannister, owner, and trainer at iManage Performance, the specialists in training for remote workers and managers with over 20 years of experience in this sector.
As the UK has rapidly shifted towards working from home, this challenges the norms in which we work and manage We can help to fast track your remote management or team skills. Speak to us about our training options today.
call today +44 (0)1444 474247
email bob.bannister@imanageperformance.com
