Taking risks is a stressful experience.
Taking risks means learning.
Taking risks can lead to failure.
Taking risks fosters innovation.
When we embrace a new challenge, we do not have full control. We have the fear of failure and being considered a failure. What can we do about it? We need to look for people who give us feedback, support us and empower us. Building a network of people who empower us is key. Empower us to risk. Empower us to try.
We often hear that there is a magical formula to be a great manager. There are managers who adopt a very sympathetic approach and other ones who are much more demanding. There are managers who prefer to delegate and empower their teams; there are other ones who prefer a direct and close supervision (the so-called micromanagement style).
Are we really sure that there is the magical formula for being great managers? Generalising is always difficult. Organisations are built by people, their relations s, the structures and processes. However, there is something that all people managers should pay attention to.
What is it? As a people manager, you need to adapt your managerial and leadership style considering the people of your team.
How can you do it? You need to know your team. Very well. It requires a lot of effort, time and energy; however, you need to discover more about your team members’ needs of supervision, coaching, freedom and collaboration. Your role as manager is understanding and listening to them before doing things. For example, if one person of your team is extremely process oriented, is it worth checking if she/he is following the processes? Probably it should not be your priority as a manager.
It is clear that each manager adopts one style or approach; however, people managers need to enable and empower their people following different and adaptive approaches. The secret? Before embracing a magical formula, you should know your team.