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Check these skills, characteristics to see whether you're management material
By Robert D. Smith
Special to the Beacon Journal
Published on Monday, Aug 18, 2008
It is said that people rise in organizations until they reach their level of incompetence. That might sound harsh, but probably is close to the truth.
Consider the outstanding nurse who is promoted to head nurse, responsible for supervising a floor. She is very experienced in patient care, but might have no experience or training in the management of people. She is extra demanding and, without realizing it, rude to her fellow nurses.
The same problem can occur on the production floor, where a highly skilled welder is put in charge of the welding team. He has no formal training or experience in supervision. When teamwork suddenly evaporates, the newly minted leader is surprised and can't figure out the reason for the group's falling morale.
What it comes down to is: Technical skills are no assurance of management success, whether you own the enterprise or are an up-and-coming employee.
So what characteristics and skills should you have to supervise and lead others? Management and leadership require a particular way of thinking. It is critically important that you fully understand your responsibilities.
You can't play favorites who aren't qualified for the job. Not only is there a lack of respect for the manager who made the promotions, but also the individuals involved ultimately lose respect for themselves since they aren't capable of handling their unearned positions.
The negative results can be devastating when people are treated subjectively — for example, overlooking some policy infractions while disciplining others for the same problems. Credibility and the morale of the organization can spiral downward.
A good manager must learn quickly that you can't please everyone and must strive to develop the ability to accept criticism without becoming defensive or angry.
Your managerial effectiveness will be judged on the basis of the results you obtain in terms of production output, sales, profits, customer service and employee satisfaction. This isn't accomplished by being a ''good ol' boy,'' but by being a fair, honest and respected leader.
You need to be capable of looking at the organization's big picture. You must thoroughly know and follow its mission and goals while being ready and willing to adjust for changing conditions and challenges.
Skill at working with people is essential. Know your own weaknesses before looking at the imperfections of others.
Keep in mind the words of President Dwight D. Eisenhower: ''It is easier to pull rather than push people toward your goals.''
Robert D. Smith is professor emeritus of management and leadership at Kent State University. He is an Akron SCORE counselor.
Contact Akron SCORE via the Internet at http://akronscore.org or by calling 330-379-3163. Services are free and confidential. SCORE is a resource partner of the U.S. Small Business Administration.
Get the full article here.
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