Monday, September 27, 2021
3 Things You Should Know About Every Person You Manage at Work
www.businessinsider.com: A large number of entrepreneurs and business owners start their businesses not because they're fantastic managers, but because they have the vision and drive to put a new product or service out into the marketplace. Most learn very quickly, however, that the ability to manage and coach their employees is a challenging yet important one and it takes a lot of effort and practice to be proficient at it.
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4 comments:
When I saw the title of this article, I expected it to be different than how it read. I am not sure about making all of the people that work for you/with you take an actual personality test. In a way, it seems a bit tacky to me. I think if you have a decently long conversation or multiple conversations with each person, with this in mind, you should be able to get a decent gist of their personality. I do appreciate the comment about how there are no bad personality types and sometimes I feel like a lot of people don’t understand this concept. The third point, performance enhancers, is also a great concept but I think requires a lot more work and effort than the way it is simply stated in the article. Getting people to do their best can take a lot of flexibility and sometimes may require so much the effort going to helping that individual is a hindrance to the process.
This felt like an article that wasn’t very helpful. It feels like it goes without saying that to work well and healthily you should acknowledge the strengths and needs of your workers. Another thought I had was that a lot of roles in theatre will have you moving around unless you work exclusively with say a community theatre. I feel like a more in depth look into quickly gauging how to recognize these qualities in the people you are working with, how to get to that point where you know how to get people to work best, etc, would be useful. People do work differently and the time that it takes for us to adequately understand how another person works likely requires some extensive conversation and both understanding on your part and on their own part for how they work. The people I work most efficiently with are the ones I worked with for years, and the period of adjustment to working with a new person was always surprising.
As it turns out, it’s difficult to be a manager and no one really can teach you how because the only way to learn is really by doing. This article offers a couple of really brief ideas, some of which might be worth more than others. The initial idea that basically sounds like having them take a personality test is odd to me because it doesn’t matter. Who cares if they’re a Type IV personality on some arbitrary test. That might be almost as bad as choosing your team based on star sign. If you can’t spot personal frictions and people who work well together without a personality test telling you, management might not be a great career choice for you. However stupid this first idea seems, I do like the secon and third suggestions about leveraging strengths and figuring out what projects are good for what people. This is a constant challenge in Carnegie Scenic, especially because sometimes it makes sense to put something on a thing that they’re not comfortable with and this could be true even in the private sector.
This article is not what I thought it would be based on the title. I do think that these aspects of how well you know someone you manage is important but I don’t know if these ideas end all be all for how well you work as a manager. I think the most important takeaway from this article is acknowledging someone's strengths and weaknesses and how you can coach them to be better. Of course, I have to balance this with the question “Is this something that I can teach them right now to do safely and efficiently?” and when the answer is yes I do my best. One thing that I try to keep in mind when I am managing a group of people is that everyone has a story. Everyone has days that are better than others and sometimes people need a break. Sometimes I catch myself getting irritated by what someone is doing or not doing. I take a step back and remember that sometimes I have days where I just can’t do even simple tasks. I take a deep breath and reassess the situation. Learning about the people on my team is huge for me.
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