Acceptance & Sapiens join forces to unlock your leadership potential and teach you world class tools for HIGH PERFORMANCE EXECUTION.
Founder & CEO, Sapiens Consulting
Klaus Veile, MA Sports Psych. MBA, has for more than 25 years uniquely utilised his considerable experience in Performance Enhancing Psychology in both sport and business; successfully focussing on management, development, coaching and mental training.
Managing and Leading is an ‘art’; a skill to be acquired and applied, similar to construction workers taking on an apprenticeship to learn EVERYTHING about their trade – and then using these skills every day.
All managers should follow this path and be passionate about ‘the art of managing’.
Construction workers spend several years learning their trade for a reason. Learning a trade takes time. A carpenter needs to learn how wood reacts to adverse conditions and interacts with other types of wood, as well as master the art of cutting, sawing, grinding and planing – and know his math.
A carpenter once told me that every carpenter has his own way of doing things. But the quality of his work is determined by his will to use his trade knowledge and skill set, as well as his desire to continuously acquire new knowledge.
Is your company built on a foundation of managers as passionate about their trade as the carpenter is about his? And is your company passionate about ‘the art of managing’ and its managers?
Let me put it differently. Would you contract a builder to build your home if the builder only built homes 20% of the time; if the builder was not passionate about his work, and if the builder did not hone his skills on a daily basis? Thought so!
Managing is also an art. However, organisations and individuals seem to forget this when naming a new manager and enticing the newly-appointed manager with a new office or even a company car – along with staff responsibilities.
A growing number of managers have spent most of their careers focusing on theory and are well-read and educated. However, as with much else, practice trumps theory. And managing is an art. A skill based on communication, people and human understanding.
Thus, starting off as a manager is often a massive challenge made up of practical and workmanlike tasks such as hiring employees, giving feedback, conflict management, managing different personalities, personalised management, conducting ‘the difficult conversation’ and setting performance goals and KPIs, as well as creating a vision, motivating and ensuring job satisfaction.
Managing is an art based on a passion for managing
Newly-appointed managers should always remember the following: employees expect things to run smoothly and a structured workday; tasks to be planned, and to be treated fairly and with respect.
Managing is a practical skill. A skilled manager knows how to make employees collaborate, keep processes flowing and deliver an end product, while employees experience job satisfaction and are happy, as well as enjoy their assignments. To do so requires the necessary skills and being confident with basic management tools, as well as being able to understand human behaviour – and, more importantly, being passionate about managing.
No one is born a leader. Thinking otherwise is an illusion. ‘The art of managing’ is not mastered in an afternoon and cannot be mastered by studying theory. ‘The art of managing’ needs to be learned from scratch if the talent is to be developed, as well as utilised to improve the quality of others.
Skilled management is in short supply in a large number of the companies I visit.
Skilled management is a necessity to improve the quality of your surroundings and others – and it is in short supply. From professional and social relations, I often hear of managers lacking the required skills, thus being unable to deliver the results they are being paid to deliver.
Thinking of the production loss mismanagement can lead to, both in the private and public sector, is almost unbearable. To my best belief, a large number of the negative experiences employees have with their immediate manager are due to managers neglecting the basic principles of management.
Instead, approach it as the carpenter who attends a carpentry program to start his training and expand his knowledge of wood. And spends a long period of time learning how to measure, cut and saw, calculate angles and load capacity, and draw sketches before being certified to build homes.
In similar fashion, good management begins (or should begin) from scratch by knowing the basics – and then mastering the basics. First you learn your trade; then you can focus on new and advanced disciplines. To simplify, practice, practice and more practice.
Learn the basics
Start from scratch. Learn the basics. Understand yourself, your strengths and your weaknesses in order to develop an authentic management style. If you are set on exploring the world of management books, start by reading about the fundamental elements of management.
In addition to reading books, signing up for a management course is an option – and these are provided in large numbers. However, my experiences tell me that many skip the basic principles, jumping straight to the more strategic management courses focusing on new, exciting management principles.
If you aspire to become a manager and want to expand your skill set, look up and take note of how construction workers build a house from the bottom – and learn from their attention to the individual elements. Prefab homes have made us all DIY carpenters; however, the work we do on our garage or sunroom will never match that of a skilled carpenter.
Great work often comes from the hands of skilled workers who have learned their trade from scratch – know their skill set, their material and how it reacts to adverse conditions. The same can be said of management!
To help leaders leading and unlocking full potential, Acceptance and Sapiens are partnering in leadership training.
For more information about our programmes and workshops email firstname.lastname@example.org