Vol. LXIX
Dear Manager,
I’ve always believed that one of the greatest tools in preparing for the future is in an objective and ongoing reflection on the past. This perspective allows us to be much more candid with ourselves than we can as entrepreneurs simply fantasizing about our future. The future is unknown; the past is our “safe harbor” for having learned something along the way.
It can be easy to presume our most favorable and idealistic expectations into a false sense of reality. This is the nature of business (not to mention the stock market), and I would consider myself a card-carrying member of this group. While I’m not suggesting we alter this confident approach to our business future, I am suggesting that our personal history books can teach us much of what we need to know in order to proceed effectively.
YOUR EVOLUTION AS A MANAGER
We all evolve in our role as a manager. The question becomes: are we evolving at a rate similar to that of our company? In other words, are we ahead of or behind our company’s curve? If we’ve surrounded ourselves with top-notch assistants, is our management role challenging them and their expertise, or are they merely floating ahead while we lag behind their level of professional and personal growth? There’s nothing more counter productive than having a manager at the top that is really an anchor to their own team. I’ve seen it happen.
From time to time, all management falls just behind the curve – I know I have! We can get so caught up in the day-to-day operations of our companies that these much higher objectives can become blurred. There were many instances where, while “I was very busy,” I was also wrapped up in areas that should have been delegated, probably years ago.
WHAT WAS YOUR ROLE FIVE YEARS AGO?
If you were to go into rewind, what would your day-to-day routines have been five years ago? In these same five years, your company is likely to be 50% to 100% larger than it was at the time. Has your role, expertise and economic value evolved by an equal or greater percentage? Maintaining a creative and exciting energy as a manager is essential to ones legacy and success in management. In fact, it’s one of the most important aspects and essential traits of good management!
LEARNING vs. LIVING IN THE PAST
Think back on your own most rewarding and valuable times in your business career. It’s very possible that in this review, you would not pick your present circumstances. In fact, I’ll bet it would be much earlier in your career. The memory could be of when you made those very first steps in your business career. You clearly realized how little knowledge you had; there was only one way to find it and that was to experience it.
For many of us these were the most rewarding times. These were the days when we paid our dues, got our hands dirty, and even surprised others and ourselves with our net results. These were the days when we knew much less about failure, and our perceived and legitimate responsibilities were on a much smaller scale than what we have created in today’s climate. Yes, these were much simpler times; they may have been the best of times.
ON REFLECTION …
Could it be time to turn back the clock? Could it be time to recreate this sense of unbridled excitement for yourself and, in turn, for your organization? What’s missing today that pulled your trigger in days gone by?
As managers, our role and value to our organization evolves in the form and functions that best meet the need at any given time. Often this evolution is determined by others, and for reasons and needs outside of our own best interests. Yes, the path of our personal history has clearly led to our current reality. Is this reality meeting your current needs in addition to others, or are these prior decisions now controlling you? It could very well be time to “take back” that which was taken away from you.
GET YOUR HANDS DIRTY (again)
There is no greater satisfaction than getting your hands dirty both individually and with the troops. Management can easily slip into the routine of “what’s expected” of management “types.” While critical thinking is important, all too often there simply isn’t that much to think critically about.
By now, haven’t we surrounded ourselves with capable individuals to take care of most of this “critical stuff?” If this is not the case, do yourself a favor and take care of this first. Now begin to schedule appointments that take you back to those areas that nourish and fulfill your personal and organizational objectives.
I often hear of individuals who haven’t taken a personal vacation for years. They say they simply can’t make the time. Who’s in charge of their schedule? All that’s required is to put it on the calendar and stick to it, period. Use this similar method in meeting your professional objectives, period.
A LESSON LEARNED
Some of the greatest impact I provided my organization was during times of individual sales training (sometimes I trained them, sometimes they trained me!), or simply working with my associates in the field. Where better to learn about the pulse and heart of your organization? Where better to make a significant impact, day in and day out, within ones organization? These were my happiest and most fulfilling days. Looking back, these days should have occurred much more often, leaving the day-to-day operations to my very capable staff. It should have become a much more significant aspect of my management routine.
There will still be those who’ve convinced themselves that the temple will collapse in their absence. There are individuals, trained (by you), to fully anticipate seeing your face each and every day. You may even have established a reporting and justification system as to your ongoing “whereabouts.” Yes, you may have to retrain others as well as yourself! A perfect example comes with the sale of my own organization. They’re doing quite well, thank you very much!
I can’t help but wonder what greater impact and personal satisfaction may have been available for me in a bit different model? How much of our “busy work” would be taken care of, or simply take care of itself, in our absence? NEVER lose your availability, but being just a little less available can be a very good thing. Less can be more. Now, you just have to fight this with a company-issued cell phone on your hip!
Personal Regards,
Keenan
INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2010. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM
