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The library of essays of Proakatemia

Manager or Leader? both?

Kirjoittanut: Hassan Chakir - tiimistä SYNTRE.

Esseen tyyppi: Yksilöessee / 2 esseepistettä.
Esseen arvioitu lukuaika on 3 minuuttia.

You were chosen as a people manager after succeeding as an individual contributor. Will you be successful? Not if you are unwilling to relearn what success entails. If you want your team members to be good at their tasks, you must get comfortable with their mistakes.

Giving your team complete authority is the difference between creating a team of dutiful executors and developing critical thinkers capable of tackling larger and larger problems.

You may be inclined to tackle the “hard” stuff, such as leaping into the conflict when workloads become burdensome or when higher-level executives are monitoring results. You may believe that only you can fully champion the team.

After all, a mistake by your team may reflect negatively on you, and you’re exceptional at what you do, so you’re not going to allow that happen. And, in the end, the team (with you at the lead) ships the results and receives praise, so everything is OK, right?

Not really.

The truth is that you are stealing. You are robbing your team members of the opportunity to stand up and confront jobs that they are afraid of. You’re robbing them of the excitement of doing something they didn’t realise they were capable of. You’re pulling the joy out of a work they should like, and you’re robbing them of the opportunity to grow as a person and a professional.

You’re also robbing yourself of long-term growth since your workforce has high turnover, low morale, and little trust. You wonder why your team is still doing the same thing it was doing two years ago and isn’t taking on greater challenges.

Resilience building

Support and motivation are essential for exceptional management. “Success consists of going from failure to failure without loss of enthusiasm.” Winston Churchill once observed. Your duty is to promote innovation, praise bravery, and coach your team through the challenges of failure by stressing learning.

If you can inspire in your team the ability to fail, pivot, and then try again with excitement, you’ll not only be developing a team that can face the ever-changing modern marketplace, but you’ll also be developing individuals who learn how to grow and find true fulfilment and energy by pushing themselves further than they’ve gone before.

You won’t believe how quickly your remit expands, how many bold objectives you achieve, and how satisfied and engaged your team becomes with a team like that.


Inspiration comes from letting others create a picture of themselves succeeding rather than criticising faults and taking control. You may plant the germ of a new identity in the mind of a disappointed colleague if you can assist them imagine themselves performing things, they don’t think they can do. When you transform someone’s self-identity to something bigger, you are doing a creative act that might alter their perception of what is possible for themselves.

We’re all looking to get better. We are all striving to be better individuals. You must trust in your people’s ability to improve, or you will wind up impeding their progress. Once you believe it, you must take the time to explain it to them, and this is when you will become the type of leader that people will remember forever as the one that guided them to unanticipated progress.

When you promote risk, guide people through errors, and motivate them to be better versions of themselves, you enable individuals to accomplish success they never believed imaginable. People change for the better in such teams, as does everything they touch. It’s the type of life-changing experience that people remember for a lifetime.



Teresa M. A. Kaire M. 2008. Creativity and the Role of the Leader. Hervard Business Review. https://hbr.org/2008/10/creativity-and-the-role-of-the-leader

Rebecca M. 2012. Positive Reinforcement in the Workplace. Training Industry. https://trainingindustry.com/articles/leadership/positive-reinforcement-in-the-workplace/

Lew C. 2017. Stop feeding Sh t Sandwiches. SVN. https://m.signalvnoise.com/stop-feeding-shit-sandwiches/


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