Channels Are Those That Flow Within The Chain Of Command How to Manage Managers and Lead Leaders

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How to Manage Managers and Lead Leaders

In a small business, the company manager may only be in charge of a small number of people, all of whom he directly manages. However, as the business becomes successful and expands, with more staff joining the ranks, the business leader may need to employ managers or team leaders to look after his employees, creating a hierarchical or pyramidal structure containing many branches or channels. This will inevitably mean that the head of the company is responsible for managing the management team, which is then responsible for managing other employees.

While there are obvious advantages to this approach, as the business leader focuses priorities in other areas while managers organize work and staff, it is important that these managers exercise an element of control, trust and responsibility to effectively delegate tasks. While managing staff can be one thing, managing managers is a whole different game.

So what is the best approach when overseeing a management team? Here is a list of methods that detail how to manage managers most effectively:

Set clear short-term and long-term goals: It may sound obvious, but it is imperative that managers know what they are striving for. Set clear short-term (monthly) and also long-term (yearly) goals that are realistic and achievable. If they failed to achieve their goals when expectations were clearly defined and agreed upon, then they can be held accountable; but if a clear path wasn’t mapped out earlier, it’s fair to say that their leader is to blame.

Don’t make plans without consulting them: A manager in a department may have been hired for a specific reason, such as their skill set or knowledge of a particular subject, so imagine their disappointment if a decision is made by someone higher up the chain of command – especially if it’s the wrong decision – without first consulting them or asking their opinion. When working on a company-wide plan that will affect specific managers, include them. If anything, it should help improve the plan, but it will also make the manager feel included.

Don’t micromanage: The sin of the small business owner who needed to expand. Leaders at the top of the chain shouldn’t micromanage every little detail of their leadership team. Direct management of their staff – without going through a manager – should also be avoided as it could mix up workloads and mess up the manager’s plans. It may be difficult for someone who once controlled everything, but business owners should understand that managers should be given the space to make their own decisions through influence and leadership, rather than being told exactly how to manage.

Listen to your managers: Managers will not only need guidance and assistance, but may also come up with ideas within their own department that can impact other areas across the business. Listen to their concerns, listen to their suggestions. A manager who does not listen to his managers will never be able to manage effectively, especially if they are too nervous to speak up.

Pay attention to your managers staff: Without micromanaging (see above), it is still important to monitor the progress of a team or department. Do employees seem unenthusiastic? Are they unhappy? Is there high absenteeism or high staff turnover? These can be signs of a bad manager who is unsettling his staff, which can affect workloads, productivity and deadlines.

Treat each manager differently: After all, all people are different, so no two managers will be the same, even if they seem similar in the way they operate. The ability to understand managers and adapt approaches specific to them should be seen as one of the most effective ways to get the most out of them, which will then spread to their team or department.

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