Investing in self-improvement is important and necessary. Yet, it can take time to develop new competencies. So, how can you make an immediate impact on your organization? 

Begin thinking and performing like a manager.

Here is some guidance on how to begin managing and, in the process, grow as an employee, create value for your organization and do good for others – regardless of your rank and position.   

Three priorities of each manager are to manage yourself, manage your team and manage your network. Keep each of these three items in mind with every action you take. 

Uphold a positive ethos within your organization and lead by example. Managers must treat others fairly, no exceptions. It is vital that managers stay true to their principles and promote ethical standards of conduct.  

Your teammates want to know whether or not they can trust you. As they will scrutinize you closely, communicate your values and respect for people with your every word and deed. Doing so will earn your colleagues’ confidence and commitment to you.  

Read also: Why managers should learn about geopolitics

For those who report to you, remember that you are working to help develop and build them up. Ultimately, you want these employees to grow so they can handle more freedom, take on additional responsibility and give you the time to innovate, network and grow the business.

If your deputies see your devotion to their advancement and well-being, they will accept your authority. They will dedicate themselves to you if they realize your loyalty to them and if they believe in your abilities.

Along these lines, refrain from using fear or coercion with your team. Managers are most effective when they influence rather than control. When possible, seek to shape change rather than impose it. This will require you to resonate with others through a sustained commitment to communicating clearly and wisely. 

Don’t refer to those who report to you as your “family” or “friends”. Family and friends are your equals. Those who report to you are not your equals, and you will have to tell them “no” at times (or worse). Rather, refer to these people as your “team”.  

People reporting to you need to have the freedom to give you feedback. Be open to their input and observations and allow time each day for strategic thinking to create new opportunities. 

There will be those in your organization who harbor jealousy and resentment toward you. These people will attack you. Learn how to work through conflict and maintain a strong sense of self when others question your competency and professionalism. 

Information is key. Get the information your organization needs to satisfy the customer and maximize business opportunities.  

Things change. What worked in the past may no longer be relevant. Don’t be blinded by past successes. 

Don’t forget your responsibility to society. Give thought to creating “shared value”, that is, identify how your organization can use its business model to solve a problem in your community and make an impact on a major issue facing society.  

Lastly, remember that managers never live happily ever after. There’s always more work to do, objectives to accomplish and aspirations deserving of your attention. (kes)

***

Ted Gover, Ph.D. serves as the director of the Tribal Administration Program at Claremont Graduate University. 

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