5 Things A Manager Should Hold On To
You can read articles that tell you what you, as a manager, should just let go of and have other people delegate.
We want to pitch you a curve ball today and talk about YOUR specific duties to keep to yourself—sometimes, you shouldn’t let someone on your team touch these responsibilities.
It’s okay to play it safe on these big buckets:
- Team vision: You’re the leader because you had a vision on where to take your team and how to incorporate individual goals into the company’s goals. Handing off the complete vision to someone else could potentially derail what you are hoping to create and reach. However, it’s encouraged to include others in the vision planning—everyone can fill in the gaps with their skills, ideas, and talents, but you call the shots.
- Development: It’s easy to shove development to another department like HR or coaches on the floor, but ultimately the leader should own and see that their team is growing in the right direction.
- Motivation: It’s always disappointing when watching a sports game where the team captain isn’t the one giving the pump up speech, but rather, it’s a teammate stepping up to make sure everyone is ready to work their hardest. Be in charge of the team motivation—people respect someone who believes in what they do and who has the passion to make sure you believe in what you do. Don’t let it fall flat!
- Organization change: You’re not only highly involved in the changes on your floor, but you’re leading these game-changers. You don’t want this to fall into the wrong hands.
- Recognition: Getting an impersonal letter that’s not even from your manager is hardly worth reading for someone who deserves thoughtful recognition. Take the time, set up how you will recognize different situations and goals, and then personally follow through.
There’s a grasp balance that needs to be achieved with these categories—not too tight, not too loose. Remember it’s good for you to bring in team members to help you accomplish and fully develop your vision and goals. But, always follow through to make sure things are done well.
Denis Coleman is the founder and CEO of Work Compass, a cloud staff performance collaboration software platform that helps teams align their efforts with strategic goals and continuously improve performance. Frustrated with the disconnect between strategy setting and day to day execution and the lack of tools available to managers to help them be great at their most important function …. Aligning their teams activities with strategic goals and actively managing for high performance Denis spent over 5 years researching strategy execution and performance management practices before founding Work Compass to create a software solution. Denis has held senior roles in Ireland, Czech Republic and North America with high performing electronics manufacturing and professional services organisations for more than 12 years. Denis has worked as Finance Director responsible for €800 million in annual revenues for Flextronics International, Key Account Manager responsible for annual revenues of more than €600 million for Dovatron International and Management Consultant for BDO one of Europe’s most successful professional services providers.