In “normal” trading times it can be difficult to allow your team to “get on with the job”, however now that a large % of your staff are now “WFH” (working from home), this has become even more difficult.
Perhaps your Management Style has changed – Or are you even aware of what your style is & could this be the source of Trouble within your company?
Below we share a piece from “Hubspot” on the differing styles of Management and the ones to avoid.
Do you recognise yourself in any of the styles?
4 Management Styles to Strive For
A visionary manager communicates a purpose and direction that her employees believe in, which convinces her team to work hard to execute her vision.
After setting their team’s vision and overarching strategy, visionary managers usually let their employees get to work on their own terms, as long as they’re productive. When humans work on tasks that they have more control over, they feel more satisfied and motivated to complete them.
Visionary managers are also known to be firm yet fair.
This type of management style is hard to pull off, though. It’s crucial that you sell your employees on the purpose of your vision before you expect them to execute it. If you don’t, they won’t be inspired to turn your vision into a reality.
In democratic management, majority rules. Managers let their employees participate in the decision-making process because they value their team’s diversity of ideas, and understand that people are the key to a team’s success.
Most employees love this type of management style — it entrusts them with a lot of responsibility and real work, which lets them use their skills to their full potential.
But when executed poorly, a democratic management style can be inefficient. Managers who keep mulling over a decision even after consulting their whole team about it can slow down progress. And if you want your employees to feel like they’re all leaders of your team, you need to make sure they’re helping you make progress. Or else they might start thinking you’re just making empty promises.
Transformational managers’ are innovators. They usually believe change and growth is the only way to stay ahead of the curve, so they push their employees past their comfort zone, making them realize they’re more capable than they originally thought. This motivates employees to keep raising the bar, leading to improved team performance.
These teams are innovative, so they can adapt to drastic industry changes. But they can also risk moving too fast and spreading themselves thin. Constantly challenging the status-quo is crucial for innovation and staying ahead of the curve, but, as a manager of people, it’s important to know how far you can push each of your employees before they start burning out.
Just like a sports coach, a coaching manager strives to improve their employees’ long-term professional development. They have a passion for teaching and watching their employees grow. And they’re more willing to deal with their employees’ short-term failures, as long they learn and get better because of them.
As a coach, you have two main focuses: overseeing your employees’ individual development and bringing your team together. The best teams are the most united teams, and an employee experiences the most professional growth when both their coach and teammates invest in their development.
4 Management Styles to Avoid
Autocratic management is the most top-down approach to management — employees at the top of the hierarchy hold all the power, making decisions without collaborating or informing their subordinates. And after they tell them what to do, they expect immediate acceptance and execution, with no questions asked.
If one of their employees doesn’t follow orders, they’lll punish them by chewing them out or threatening their job.
Autocratic managers are also the ultimate micromanagers — they police their employees every move to make sure they’re obedient, allowing little to no flexibility at work.
The autocratic management style allows managers to make decisions extremely fast, but employees hate working under it. It’s also one of the most ineffective management styles: underdeveloped employees feel overwhelmed — they won’t get any help — and the most skilled employees can’t let their talents shine in such a rigid environment. Everyone’s professional growth is stunted.
The only time this management style is effective is when the organization experiences a crisis situation and needs to make important decisions — fast.
Servant managers put people first and tasks second. They prioritize their employees’ well-being over their team’s results, so they can foster a harmonious relationship with their employees and keep them as happy as possible.
Servant managers also might spend too much time on team bonding rather than work, which could frustrate employees who are goal-oriented. They’ll feel like they can’t perform to their full potential because they have to spend a bunch of time doing trust falls.
Laissez-faire managers monitor their team’s activities, but they’re completely hands-off — they expect their team to perform up to a certain level even though they don’t proactively help or check in with their employees.
But most of the time, the team barely has any guidance or vision. Employees might feel pulled in every direction, so they can’t accomplish anything worthwhile. This is the least desirable and effective management style because without any guidance or vision, most employees feel neglected.
Transactional managers use incentives and rewards — like bonuses and stock options — to motivate their employees to carry out their commands. Their motto is “If you do this for me, I’ll do this for you.”
But psychological research tells us that extrinsic motivation, like financial rewards, wears off in the long-term and even diminishes your employee’s intrinsic motivation to succeed at work.
Intrinsic motivation is a stronger motivator than extrinsic motivation because the former is a better indicator for producing quality work, while the latter is a better indicator for producing a higher quantity of work.
We have often said it, but running a business is one of the hardest and loneliest gigs around – Add to that a Global Pandemic and Brexit looming the “stressmeter” is ramped up.
Perhaps unknowingly your “Management Style” has changed during the Pandemic. Could your Management style be creating issues among your team rather than solving them?
Knowing your style is important – There is no right or wrong style, but there are strengths and weaknesses with each that when used in the right situation have good results and clearly can have negative effects when not.
Even small tweaks in your own behaviour can have a positive knock-on effect with your staff e.g. simple words or phrases in an email or on a phone -call.