by Chris Webber

Created on: February 12, 2009   Last Updated: February 20, 2009

As a manager, one is in a position of authority. A good manager is expected to lead from the front and to make decisions that, ultimately, are in the best interests of those below them. Whether or not this involves any actual "liking" between managers and their workers is, in fact, irrelevant.

Whilst an amicable personality might make you a more approachable manager, at the end of the day the real issue is one of respect. It doesn't matter if your team dislikes you as a person. Likewise, it does not matter if they consider you a personal friend. When you are in the role of a manager, your team has to respect your decisions.

Going too far in either direction will lose you respect. If you try and become "one of the team" at the same level as those who work for you, you lose your distinction as a leader and even if you are well-liked, you may not have the authority you should command. Conversely, if you do your best to make your staff dislike you personally, you do nothing for your reputation as a manager with the interests of his team at heart.

In the military, there are two classes of personnel - officers and non-commissioned ranks. An officer is expected to lead his men with confidence, and in return his men respect his position. The same applies to any situation with clearly defined leaders. Respect is the key to success.

Keep in mind, though, that respect is a two-way street. One cannot demand respect unless some is given. To use our military analogy, a general will not treat a corporal in the same way he would another general. He will, however, respect the corporal's position and the fact that every member of a team is essential. In return, our corporal respects the authority the general has. He may not like him; in fact it is quite common for senior officers to be the butt of the lower ranks' jokes.

The point is though, that when a task needs performing, each knows his place. And that is the key to success as a manager, regardless of the specific job or context it is in. If there is respect in both directions, you have a successful manager-team relation. And if that respect fades, so too does your capability as a manager.

Outside of the work environment, things are different. But when a job needs doing, it is crucial that those with authority know how to use it effectively and efficiently. It helps to be liked, and it certainly makes for a more pleasant working environment, but it is by no means a requirement.

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