Q & A: How to become a reflective manager

Hargo Utomo, Contributor

I work in the human capital division at a domestic bank. In the near future the bank will reevaluate the model and managerial development scheme that is currently applied for management trainees. The scheme developed so far is to direct a management trainee to become a decisive person or someone bold enough to make business decisions. However, based on the various management issues revealed in a number of references recently there seems to be an orientation shift in connection with how to empower the heart and soul of someone so that he or she can act as a strong manager to face all the complexities of the business environment. I myself am not too clear on how to form the behavior of a manager who is decisive and at the same time still has a heart.

Question:

In your opinion will the approach that prioritizes internal control, currently implemented, create a conservative manager, one that is not bold enough to make decisions and tends to avoid risks?

Answer:

Theoretically, there is no single managerial development method that suits every situation. One thing worth nothing is that when we undertake studies on management developed recently at universities or academies we will find a generalization that is excessive without taking into consideration the unique geographical or demographical context. Scientific globalization should not hamper management to develop further, but we must be careful about many things so as not to bring about destructive effects on managerial behavior.

Therefore, in my opinion quality and highly competent managers are required, especially during times when the business environment changes rapidly. By this I mean a manager who is capable of integrating the cognitive aspects and the mental-emotional processing system within himself or herself. This way the manager will have a double cognitive vision in viewing each managerial issue.

Of course, a certain level of serious education and training is required to direct a potential manager, who at first only focuses on profit, to become someone who can also focus on a work environment that supports self-reflection and problem solving through humanitarian collaboration. Usually the process is evolutionary.

Also, this way the managerial development must be able to direct managers to reflect on what has happened, is happening and will happen. This method also enables the rationality of a manager in making decisions that are more balanced with spirit and soul for the best long-term results.

This kind of balanced attitude and behavior certainly does not mean that the manager becomes indecisive and avoid risks when making decisions. In fact the opposite can happen. A manager can develop certain scales of risks that are more integrated within himself or herself before applying the decisions in the organization. Maybe we can still remember how a person actually can move his subconscious mind to make fast but calculated decisions. That is how I picture a reflective manager.