Page 24 - INQ TITO lulu v2 final

Managers

Matter Gallup recently suggested that Line Managers There has been a lot of emphasis on the shift
account for at least 70% of the variance in
in task management with agile project based
employee engagement survey scores across
process of managing people is well defined.
businesses. They have the pivotal role and working and SCRUM toolkits, where the
should be the initial focus when seeking to However people are not just a technical
enhance the employee experience. And yet process - the human factor gets things done
they suggest under 15% of companies and gets in the way. Managing is about
planned to spend money on skills facilitating – making it easier for people to
development to bridge this gap. Maybe they work together and get things done.
are seen as too busy already or it just seems
too hard to achieve. It is about how Managers interact with, relate
to and have a genuine interest in others. Such
Organisations are flatter, there is more team people attributes include being: authentic,
based project work and employees want a supportive, sensitive, empathic, patient,
coach more than a judge. The shift towards honest, compassionate, trusting, diplomatic,
projects sees Managers managing their line, credible, good judges, decisive, proactive,
project teams and upwards. adaptable, open minded, approachable,
flexible, well mannered and encouraging. A
Project based environments can create huge sense of humour helps too.
time and workload pressures with an
unintentional emphasis on firefighting. Time is at a premium and technology requires
Managers are usually juggling diverse and constant communication - so how managers
often conflicting needs where urgency can communicate is crucial. This means: being
win over importance. Productivity through articulate in the written and spoken word,
task management is the business focus and being persuasive, recognising bias, actively
often the Managers comfort zone; and yet the listening, being willing to negotiate and being
role is changing dramatically. aware of their body language plus the
importance of their tone. These all contribute
Managers have vital experience but need role to strong communication skills.
models, time and support to make the
changes required. This means a broader Nowadays people live in the real and digital
skillset, a better understanding of their new world – people skills need to be consistent
team role and the ability to let go of the across both. The outcome will be to build
behaviours/ beliefs that come with a more legitimacy, respect, trust, motivation and
hierarchical management style and traditional engage people. If Managers are pivotal in
modes of project management. Is there time engaging people are you investing enough to
to fix this skills gap? What is the cost of not support them?
doing so?
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