According well, manager need to learn each person’s

According to Marcus Buckingham in
his article in the Harvard Business review, a typical manager perceives
employees as worker who fulfil roles. But an excellent manager regards
employees as individuals to build roles around. Exceptional managers perform
their magic by finding, encouraging, and praising what is unique about each person
that works for them.

 

Although there are as numerous
management styles as there are managers, one quality distinguishes great
managers from the rest: they learn what’s so special about each person that
works for them and then focus on it. They discover what is unique about each
person and then capitalize on it . . . Great managers know and value the unique
abilities and even the peculiarities of their employees, and learn how best to
incorporate them into a harmonised plan of execution. Recognising and take
advantage of each person’s unique capacity is formidable tool.

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It saves the organisation time in
the identifying and capitalising on each person’s uniqueness is a powerful tool
because it saves time in the allocation of roles and makes each person more
responsible. It also builds a stronger sense of team by reinforcing cooperation
and interdependency. It introduces a healthy degree of disruption by shuffling
existing hierarchies and existing assumptions about who can do what.

Managers need to know to gather
what they know about each person and put their eccentricities to use. To manage
people well, manager need to learn each person’s strength and what can trigger
these strengths. Excellent managers work around each person style without
trying to alter them. Most differences in character and talent permanent and
resist change. Great managers know that their most important asset is time and
they know that they can make optimal use of their time if they identify
everyone one’s peculiarity and how to fit them in the big plan. To manage
people well, this demands that the manager knows: ‘their strengths’. 

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