The manager is a marginal influence. There are very few brilliant managers. Those that are ,are very much the exception. Most just get on with it with varying degrees of competence. They know what they’re doing but so do most managers these days. What differentiates managers is how they present themselves, their communication skills and personal relationships. Most of all how they make people feel. Compassion and empathy.
This explains why a new manager often experiences a bounce in performance. Why a manager successful in one organisation can’t repeat the success in another. Why some managers with minimal experience have enjoyed remarkable success at their first attempt. Why, because the managers influence is marginal other factors are far more significant in delivering outstanding performance namely resources, being in the right place at the right time.
Brian Clough’s statement that Managers receive too much credit when teams do well and too much criticism when they don’t sums up the position of most managers in most organisations. We put too much emphases on managers and management it really isn’t the manager who turns things round, it the skills ,knowledge and commitment of the team. If the right resources be that money, equipment, information people and support services aren’t up to the task the manager however innovative, resourceful dynamic will struggle. Sure a competent and compassion manager can get the best out of a team and a manager who lacks basic competence or alienates individuals will undermine performance. Neither can individual managers change the culture of an organisation. Yes they can treat their team members fairly, value the contribution of individuals, promote good practice and challenge bad practise but the tone is set from the top.
Blair McPherson former director author and blogger www.blairmcpherson.co.uk
