Talent Developers Need These 4 Mad Skills To Make It
“Any person working in a managerial capacity of some sort is required to put on many different hats. For instance he is required to plan the operations and functions within his department, organize tasks and assignments by delegating them to people in his department who might be capable of carrying them out and would be the best fit for this purpose, provide direction and guidance so each individual – as well as the department as a whole – can accomplish their tasks and achieve their goals, monitor and evaluate, as well as perform any other responsibilities assigned to him.
A manager is therefore an integral cog in the organizational machinery!”
From this quote, we know that managers need to be good at everything and anything thrown at them. When it comes to planning, organizing, directing, monitoring, and evaluating it all falls on the shoulders of the manager to divide and conquer among the team and lead them in the right direction.
Out of everything you do as a manager, we want to equip you with the top 4 skills you need to have to make it far and take your team to a new level:
- Self-awareness. Many people know that they have flaws, strengths, and a few weird qualities that make them unique, but being self-aware of how these three factors affect everyone around you can build up or tear down your relationships with your employees. Personality assessments may be great tool to grab a hold of learn more about yourself and your team.
- Good Conversation. We wanted to call this “listening,” but really thought that a one-way listening session might not completely cover what you need to be giving your people. Listening to their view and then having a conversation about what may need to change could really turn a situation around and let your people know that you are listening to their needs. They need to know you’re willing to do something about it.
- Discernment. It’s not easy managing multiple people—and it’s definitely not a breeze to read how they are handling their work. Not every employee will spill about how they feel with their workload. Having discernment to read the signs without words will help you approach your employees faster with solutions to help them.
- Engagement. Your people need your help defining success, building relationships, and tracking progress. You should be the one to help them learn from downfalls and celebrate the joys of successes in their career.
Of course, there’s much more than just four skills to master, but we feel that starting off getting your feet wet with these will enhance connection and direction with your team. Not only will you earn respect by being involved, but also people will show you respect by quickly knowing their needs, struggles, and strengths on the playing field. Keep up the constant skill development in yourself and your team will be more than happy to have you as a manager.
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.