If some of the managers you have to deal with seem to have no idea what they’re doing, a new survey suggests why.
Forty-eight per cent of Canadian executives polled by the Accountemps temporary-staffing service said it’s common for their managers to undertake projects for which they have little direct expertise.
Of the 100 big-company executives questioned, 39 said it’s somewhat common for managers at their enterprises to oversee projects for which they have limited experience, and nine said it’s very common.
Thirty-seven said it’s somewhat rare and only seven said it’s very rare.
“Many leadership skills, such as the ability to motivate people and inspire innovation, are transferable, and companies frequently ask experienced managers to oversee a range of initiatives including those outside of their immediate expertise,” observes Accountemps chairman Max Messmer, author of Motivating Employees For Dummies. “This is especially common as firms strive to maintain productivity despite leaner staffing levels.”
He notes that such managers have to work harder to win employee trust.
Messmer’s tips include:
* Let the experts be the experts. Rely on the team for knowledge and tactical skills, and focus on motivating people and keeping projects on track.
* Don’t rush to judgment. Avoid quick decisions.
* Take all perspectives into account, and don’t be unduly influenced by one or two vocal team members.
* Give credit where it’s due.
“Displaying confidence is key when taking on an unfamiliar project or supervising a new team, because employees will be assessing your leadership skills,” says Robert Hosking, an Accountemps branch manager.
“Remaining flexible and open to change will also increase your effectiveness in the job.”
