Recently I came across a manager who gave her entire team a negative feedback. Strangely, the feedbacks for the same people for jobs done for other managers before and after this particular job were fairly positive. This got me thinking: did the people drop dead for two weeks or was there something else going on. I was surprised that this did not get any alarm bells ringing anywhere else. Even worse, the blame and negative consequences got apportioned to the team rather than the manager. I think this is a very good example of bad management compounded by poor organisation response.
I think a good manager lies at the heart of a vibrant organisation and needs three crucial skills to succeed: project management, communication, and team building.
Project management can be learned by studying and adapting project management techniques and frameworks like Scrum/Agile, PRINCE2, etc. Alternatively, it can simply mean being organised and keeping on top of the project and actively managing its risks.
Good and effective communication is an integral part of project management. I write it as a separate skill as I have now seen too many poorly worded emails and negative communication as one used by the manager above. For example, in the above case the manager did not effectively communicate with her team during the project, holding on to a grudge and giving a negative feedback two months after the job to a surprised team. Not to let the team off the hook, it can be argued that they could have tried to communicate with the Manager as well. However, if the Manager is deemed more senior, paid more, and given more responsibility, I think it is fair to say that bad team communication is primarily a managerial failing.
Team building is a skill that I would look out in manager who I expect to take on a leadership role in the company at any time in the future. If you are operating in a super-competitive knowledge based industry, success will be defined by being able to hire and retain top-quality talent. And, managers can be pivotal to this: most of the times when people leave a company, more often than not they leave their managers.
In the above case, I would definitely try to dig a bit before readily blaming the team (especially if they seem to be doing a good job otherwise). I would pull them up for taking an initiative on communication if the manager was doing a poor job of it. However, my main target would be the manager from whom I would expect more than trying to escape blame for a badly run project by blaming the team.
All the skills above are not rocket science and can be taught. Really, these are the basics, and better organisations stick to them.
I think a good manager lies at the heart of a vibrant organisation and needs three crucial skills to succeed: project management, communication, and team building.
Project management can be learned by studying and adapting project management techniques and frameworks like Scrum/Agile, PRINCE2, etc. Alternatively, it can simply mean being organised and keeping on top of the project and actively managing its risks.
Good and effective communication is an integral part of project management. I write it as a separate skill as I have now seen too many poorly worded emails and negative communication as one used by the manager above. For example, in the above case the manager did not effectively communicate with her team during the project, holding on to a grudge and giving a negative feedback two months after the job to a surprised team. Not to let the team off the hook, it can be argued that they could have tried to communicate with the Manager as well. However, if the Manager is deemed more senior, paid more, and given more responsibility, I think it is fair to say that bad team communication is primarily a managerial failing.
Team building is a skill that I would look out in manager who I expect to take on a leadership role in the company at any time in the future. If you are operating in a super-competitive knowledge based industry, success will be defined by being able to hire and retain top-quality talent. And, managers can be pivotal to this: most of the times when people leave a company, more often than not they leave their managers.
In the above case, I would definitely try to dig a bit before readily blaming the team (especially if they seem to be doing a good job otherwise). I would pull them up for taking an initiative on communication if the manager was doing a poor job of it. However, my main target would be the manager from whom I would expect more than trying to escape blame for a badly run project by blaming the team.
All the skills above are not rocket science and can be taught. Really, these are the basics, and better organisations stick to them.
