by Raymond Lim

Created on: November 18, 2008   Last Updated: January 16, 2009

A successful manager is akin to a person who wore many hats in his role play. To be a successful manager, he needs to be able to carry out diverse roles as demanded in his position. Versatility in management skill is an apt definition to differentiate a successful manager from a less successful one. A manager can be restricted in his role function by being less knowledgeable in varied management skills in comprehending and handling efficiently, promptly, different scenarios required of him as encountered in his daily working routine.

He is required to be able to empower his subordinates, to harness subordinate talent while maintaining enough control to maximize efficiency. This is an exacting task, and not one to ask of managers without offering training and support.

Empowerment doesn't solve everything, or work in every situation. In certain circumstances, it may be inappropriate, undesirable or impossible and managers should recognize this. Instances as in the boardroom or in the shop floor with tight deadlines, irate customers and the need for quick decisions where autocratic rule is the preferred recipe to prescribe by the manager. When management backs are against the wall, they are more likely to respond with immediate, direct action than with attempts to empower others.

Pragmatism is required in a turnaround situation. When the company is deep in crisis, the overwhelming need expressed by the individuals and teams in the organization is often for:

l Strong, directive leadership

l Visible, positive action, even if this has painful side-effects, such as retrenchment or the termination of pet projects

l A clear sense of purpose.

Achieving these by consensus takes too long, gives an opportunity for individual interest groups to take political positions and is likely to result in dangerous half-measures that delay recovery.

Different scenarios and circumstances call for different management skills in handling the situations. Managers are required to be able to act as coach or counselors. It is vital for managers to assist the people working for them to learn from experience. This process is crucial to the effectiveness of empowered teams and individuals; and the managers have a leading role in ensuring it happens. The manager must become a counselor to his team and the individuals in it. This counseling should not primarily be concerned with solving problems or seeking particular answers; rather it should aim to help his people understand more clearly how they are

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