The Good Manager

In times previous, managers were respected and idealized by those in the political, economic and societal circles of our country. Employees felt a sense of trust in their managers, and managers a sense of duty to their employees. That feeling has largely dissipated. An increasing number of books, magazine articles, and newspaper columns have been written denigrating the managerial profession, blaming the average manager for the distrust in our political institutions, the collapse of our economic system, and the stresses in our societal compositions. It is not right, it is not accurate, and it is not fair. By nearly any standard or benchmark, a great percentage of managers are decent and honorable people. The field of management itself is a dynamic, exciting, and invigorating profession. It is also time consuming, stressful and requires a constant retooling of an individual’s knowledge and skills. It is far from a static, pedestrian profession. This is what makes the job of a manager so enticing, yet so intimidating. With all the challenges of the profession, for some it may be difficult to appreciate how simplistic is the role and task of a manager, and how common these attributes and traits of a good manager truly are. I believe there are six key attributes that a person should possess in order to master the art of management, to be generally viewed as a good, capable, decent and honorable manager. These attributes are:  Like What You Do. They chose a job they like in a company they enjoy working for. It’s difficult to be good at something if you don’t enjoy doing it.  Knowledgeable. The accumulation and utilization of knowledge is a defining characteristic of a good manager. Why? Without such knowledge it would be nearly impossible to excel at a central responsibility of a manager: to make the right decision at the right time and for the right reason. Managers know their job, their company, and their industry. They understand the mission and culture of their organization, and they are well-educated and informed about the future of their industry.  Solid organizational abilities. Good managers perform a wide variety of duties and responsibilities, and in order to meet those expectations they need four, broad organizational abilities: the ability to plan, the ability to delegate, the ability to manage time, and the ability to prioritize.  Work hard. Nearly any ‘superstar’ you meet in life – those who achieve spectacular success and achieve their phenomenal ambitions –possess great talent in their field, but then they work hard to perfect that talent. Good managers have this drive and determination and are willing to sacrifice  Fun to Work With. A basic human emotion, and need, is fun, which is why some choose to travel, some play tennis, some read and others go into business with their friends. We want to have fun because it enriches our soul and enlivens our spirit. Managers who sincerely care about people, work to find the right person for the right job, and have an extraordinary attitude create a work environment where differing ideas are cherished, and honest efforts rewarded. They create a fun place to work.  A Good Person. There is one attribute that, more than any other, destroys the talents and promise of a manager: an inability to control your insecurities. These insecurities are manifested in feelings of envy, jealously, greed, selfishness, contempt and hate. A manager who possesses the most comprehensive and developed combination of knowledges and skills, coupled with the greatest breadth and depth of education and experience, will fail utterly as a manager (and a person) unless they overcome these insecurities. Phillip Massinger believed, “he that would govern others, first should be the master of himself.” If you want employees to be decent and honorable, you must first be decent and honorable. If you want your employees to do the right thing at the right time, you must first do the right thing at the right time. And if you want your employees to do and to be good, you must first do and be good. Goodness is rarely learned at a conference you attend, or a lecture you hear, or a book you read. It is learned by those who are committed to helping their fellow man, and advancing the interests of our world. It is an incredibly high standard, which is why I believe there are so few truly good managers. Hopefully, after you read this book, there will be one more good manager to add to that list.