Shattering the Top Five Myths of Management
The Misconceptions of Management
The world of management is a topic that has been extensively written about, wander into the business section of any bookstore and you will find shelves groaning under the weight of management strategies. There are many misconceptions and myths about management that could rattle the most experienced of managers, let alone novices embarking on their first role.
Over the years we have worked with many companies to develop their managers and in that time, we have come across many myths, rumours, and misconceptions. Firstly, let’s be clear, managers are essential and play a critical role within organisations. Myths and misconceptions of management can be harmful to the newly promoted manager keen to make a difference with the team and organisation. So, let’s set about busting the management myths that could be holding newly back newly promoted managers or experienced managers stuck in a ‘reactive’ mindset.
Myth 1: Managers who delegate relinquish control of team outcomes
Delegation is an important management skill that brings with it the benefits of improving team efficiency, promoting employee development, and allowing managers to focus on higher-level tasks. Delegation does not mean abdication – it is not about giving up authority and responsibility!
Instead, it is a shift of decision-making authority on a task from the manager to a team member. Effective delegation involves providing clear guidance, setting expectations, and following up to ensure that tasks are completed to a high standard. The manager remains responsible and accountable for the outcome of the delegated task.
Managers with a reactive mindset can often struggle to delegate as their focus is on the here and now - allocating people to the tasks at hand and addressing immediate capability needs. Reactive managers often were once the team expert, and so relish an opportunity to roll up their sleeves and help. Sounds ideal but, with the manager adopting the role of expert, the team is directionless.
Managers that have been promoted from being the team expert can tend to stick closely to what they know, and not develop the skills they need to manage and lead the team. This can be disguised as wanting to ‘keep their hand in’ or being a ‘hands-on’ manager. Both are important but a manager with a reacting mindset is not only failing to develop their team, but they are also not developing as a manager - and that can lead to reduced contribution from everyone, including the manager.
Myth 2: Management is career advancement
You have a star performer in your team of experts that shines above the rest, who works diligently and delivers for customers, partners, and the team. You want to reward them, as they clearly have great potential, so the obvious next step is a promotion to manager. And that’s when the problems begin.
Management is not career advancement, it is a career change, a cross-functional move into something new. If a company said they were going to promote a salesperson into the role of an accountant without training and development, there would be a few eyebrows raised. This happens to new managers so regularly it is almost standard practice in many companies.
Managers thrust into this position are like deer caught in headlights, they allocate people to tasks, reacting to problems as they emerge, and the focus is on maintaining staffing levels to deal with immediate needs. Tasks may get ticked off the list, but you could hardly say the team is firing on all cylinders.
There are key differences between being a subject matter expert and being a manager, including the need to oversee team dynamics, set priorities, and communicate effectively. Without doubt, subject matter expertise can be a valuable asset for managers, but it is not the only factor that determines success in a managerial role.
Effective management requires qualities and skills such as leadership, communication, delegation, and strategic thinking. Without training and development new managers, or team experts that were thrust into the role without any development can remain stuck in a reactive mindset due to the lack of coaching to progress their manager mindset to the next level.
Myth 3: A manager’s role is to ensure tasks are completed
As a manager, it is your responsibility to establish your team's vision, values, and goals, clarify objectives and set expectations with customers and suppliers.
Managers with a reactive mindset can become so preoccupied with completing the tasks for the day that they overlook the importance of supporting employee development, fostering a positive team culture, and promoting innovation and creativity. By never looking up and out on how their team adds to the organisation, reactive managers risk delivering a reduced contribution from the entire team, including themselves.
Focusing purely on the here and now, the immediate tasks and tactics is incredibly short-sighted and places the manager in a position of constantly reacting to emerging problems. Taking a broader, more holistic approach to management, delivers benefits across the team, including improved employee engagement and retention, higher levels of productivity and innovation, and stronger relationships with customers and stakeholders.
Myth 4: Good managers should help the team by addressing immediate problems and concerns
There is a common misconception that effective management is all about putting out fires and resolving immediate problems. Many managers fall into the trap of reactive management, where they only focus on solving problems as they arise. While this approach may seem practical in the short term, it can lead to missed opportunities for growth and improvement.
By taking a wider view of the business, managers can identify potential areas for growth and improvement, anticipate challenges before they arise, and build stronger relationships with stakeholders. Proactive management leads to a more sustainable and successful business model.
Effective management requires more than just putting out fires. By taking a proactive, strategic approach, managers can unlock their team’s full potential and develop an effective and efficient department that contributes highly.
Myth 5: There is a single strategy to being a good manager
Probably the biggest myth of them all. There are libraries of management books dedicated to bombarding managers with messages and promises of how a particular methodology can transform them into a good manager. The reality is that being a manager can be challenging, and there's no one-size-fits-all strategy that guarantees success.
The effectiveness of a manager depends on a variety of factors, including their leadership style, communication skills, and mindset. Effective managers need to be able to adapt their leadership style to the situation at hand and the needs of their team members.
Communication is also key, and managers must be able to communicate effectively with their team members, as well as with stakeholders such as customers, suppliers, and executives. Effective communication involves active listening, clear articulation of expectations, and providing feedback that is specific, constructive, and timely.
Contribution not performance
When it comes to employment, people seek more than just a salary. They want to feel valued, trusted, and fulfilled in their roles. However, managers with a reactive mindset can inadvertently undermine these desires by obsessing over performance metrics at the expense of everything else. This narrow focus can actually hinder productivity and create a toxic work environment.
When a manager's primary goal is to meet goals and targets, it can lead to a short-sighted approach that ignores the bigger picture. Employees may feel undervalued and resentful, leading to poor morale and high turnover rates.
Shifting the focus from performance to contribution can create a more efficient, effective, and agile team. Rather than just hitting numbers, the emphasis is on how team members can make a positive difference to the team and the company as a whole. This approach can foster a culture of innovation, collaboration, and creativity, where employees feel valued and engaged. By promoting a sense of purpose and autonomy, managers can inspire their teams to work together toward shared goals, resulting in increased productivity and better outcomes.
Our training programmes offer managers personalised development so they can develop their own style of management that allows them to contribute highly through others.
A Tailored learning journey for managers
Treehouse develops and delivers tailored learning growth plans for managers based on the results from an initial management capability diagnostic.
These growth plans and activities including coaching, action learning sets and self-learning help managers with a reactive mindset to adopt a more positive approach and develop their management capability leading to more productive behaviours and ultimately, success for the team and the company.
