Effective Management

The workers of today are characterized by what Peter Drucker calls knowledge workers. Instead of working with their hands to create a product, workers use their minds to create systems, align products and create solutions intellectually. That is not to say that working with our hands is not useful, it is just that society puts an increasing emphasis on intellectual property.

When it comes to managing knowledge workers, managers may need to change or reevaluate their approach. Many of these workers are at least as technically competent as their manager, so relying on superior skill is not an option. Neither is directing these workers in what to do; most of them not only how to perform the task, but they perform it very well. So, what is to be done?

Instead of thinking that you as the manager need to have all the answers, change your mindset to being focused on what your staff needs to be successful. Do not give as much advice or direction, but listen instead to what they say. Is there something, or someone who is standing in the way of a project? Offer to intervene to clear the way for growth. We know that many employees currently feel disengaged at work, so take the time to ask their opinion and for input. When you work with a professional staff it is important to realize that they do not like being told what to do, it feels condescending to them. Instead forge a relationship where they feel that you have their best interests in mind and do what you can to support them.

Listening to your staff, getting their input and asking for their help in decision making can help you improve as a manager. When they feel that you understand them, their work and their environment, they will be more likely to discuss things with you. This increase in trust can better enable to you learn how you, as their manager, can make sure that they are effectively performing their job. It can also lend insight into who may be helpful to them in completing them.

For more information check out Jeffrey Hull's article in Harvard Business Review on a case study of a manager who learned how to change his management style via coaching.  s.hbr.org/1wSFncP