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From Management to Leadership

About The Author

Claudia Mulè Stagno is an entrepreneur working on several projects aimed at reinforcing the values that build stronger individuals, stronger communities, and a happy society. She has obtained a BSc (Hons) in Earth Systems from The University of Malta and an MSc in Ecological Economics from The University of Edinburgh. Throughout this time she gained considerable experience in academic writing, with a passion for theories and practices to do with the betterment of the social environment.
After completing her studies, she began her endeavours in business development and as an entrepreneur, mapping out innovative concepts through which people can learn, grow and create. She continued writing, but shifted her focus to creating attractive content for businesses, and to writing based on her own experience of life and the experiences she’s grown from along the way, still making new discoveries every single day.

Management and LeadershipChances are, if you’ve spent any time at all engaging with the corporate world, you’ve got the word management bursting out of your ears. At some point in our adult lives, we’ve all had to deal with some kind of manager. You may even be one yourself. Within this world we know to be normal, everything is managed. It is important to understand how crucial management is, as it sets the framework for how a business needs to function. If it is done right, it can mean a fantastic work environment and the exponential growth of a company. However, as a role it is rather poorly understood by most, remaining limited to doing just what the title states; managing a situation, a project or a team. Managers tend to overlook the importance of their own character and the value of having employees follow them, rather than merely work for them. Consequently, for employees, dealing with managers can often feel quite systematic and impersonal. Problems seem to be tackled by following strict protocol. Loyalty is underrated and new ideas only materialize with great difficulty, largely due to barriers in communication. To top it off, life outside of anyone’s role in the company is often made out to be totally irrelevant. The bottom line for the business? Everybody feels like a mere number, performing their function, and nothing more. Growth is stunted and innovation is a pain point.

In their role as manager, many do crave better results but seem to feel quite lost within their guidelines. It is rare to find managers who take their duties and make them passions, turning something that is simply managed, into something that is flourishing. How do they do it? Leadership.
I introduce to you a series of 10 tips that will help you earn full trust and respect from your team members. This way, you can become a leader within your role as manager, or get the boost you need to step up to the role you really want.

To open the subject, I will say that the path to becoming the best leader you can be, is tied to that of becoming the best person you can be. Therefore, the advice to come is largely based on calibrating your moral compass.

 

Leadership Tip 1 – Take an Interest and Listen

Management and LeadershipFirst, let’s take the wall down. A great leader is somebody who is easy to talk to and who listens, no matter the rank of the person speaking to them. Don’t fear the ‘waste’ of time that making conversation with an employee might seem to be. A few minutes a day of non-work related conversation will open the doors to easier conversation about everything that is actually critical to the development of the business. Simply taking an interest in what makes your team who they are, and getting to know them on a more personal level, also means that you will be more capable of understanding and fulfilling their needs without them even having to ask for it.

For this series of leadership tips, I’d like to introduce our fictional friend Patrick who is a senior manager, and Stephanie, a junior manager within the same company who works on Patrick’s team. One morning, each on their way to their offices, they cross paths in the hallway. Patrick, instead of walking on with a short “Morning”, as he would usually do, stops and complements the fact that he always sees Stephanie taking the stairs. In response, she explains that she likes to keep active as she suffers from problems with her spine. A few minutes later in his office, Patrick gets thinking, “hmm…desks can be really uncomfortable”, so he organises a standing desk for her to work at when sitting down gets too painful. Stephanie, amazed at how attentive Patrick had been to their conversation, has gained a whole new respect for Patrick.

A couple of days later in their boardroom meeting, Stephanie seems fresh, attentive, and she arrives standing straight as an arrow. Patrick had never known that the pain in her spine was the reason for her distractions, and that she had so much more to give. Besides the extra energy she’s got from being comfortable at her standing desk, the respect she gained for Patrick has also given her a boost in motivation to propose new projects that they could work on together.

The channels for communication are open, Stephanie is comfortable and Patrick has a more motivated team member who is ready to innovate. Everybody wins.

 

Leadership Tip 2 – Share your Wisdom and Share your Mistakes

Share your Wisdom and Share your MistakesThe road to excellence is one you likely already know too well if you’ve tried driving in Malta. It is one riddled with potholes. In some cases, we feel as though we had to drive right through them to be able to get anywhere. Others, however, can be avoided once we know they’re there. We’ve either driven this road before and know where we’ve got to steer clear, or we received some friendly advice from a fellow traveller who helped us save our suspension.

If you are a manager, in all probability, you already have more experience with the road of growth than the members of the team you manage, and that is no secret. Sharing stories and giving advice based on your experience with downfalls along your journey, is one way you can lead each individual on your team safely down this road. Help them avoid the mistakes they need not make, rather than simply managing them as they stumble along it. Exposing your own mistakes and imperfections does not take away from your excellence, but rather gives insight into your humanity and shows your team that you care for their unobstructed growth. If there are things you still struggle with today, share those too. Somebody who is open about their struggles and is working hard to improve on them, can be a great motivation for others to do the same.

Back to our fictional senior manager, Patrick and his junior manager, Stephanie. One evening at work, due to some backlog, Patrick spends even longer in the office than he usually would. Though he is used to the long hours, and so are most other managers in his building, he notices that Stephanie is also still there and that she would still be at her desk almost every day on his way out. This time, he stops by her desk to praise her motivation, but also to explain the damage that he had personally experienced when working too many hours. He describes that he kept wanting to get more things done but was, in reality, just slowing down and arriving tired the next day. “In fact, today…I may have overdone it a little again”, he states with a chuckle. Sure enough, Stephanie packs in her things and makes her way out too. Upon his advice, she’s now spending less time in the office, but getting more done.

 

Leadership Tip 3 – Show your Team that you are Depending on Them

Show your Team that you are Depending on ThemAs a manager, it’s easy to get caught in the pressure of the company depending largely on you for its quality and growth. Although this is a responsibility that cannot be denied, using your leadership skills to share the load with the team you manage, can help you maintain your own sanity while propelling the whole team forward.

Take note however, this isn’t about effectively splitting the workload, which is also important, but more about communicating how heavily your efficiency and success depends on that of each member of your team and on the quality of their own work. Communicating their importance will make them feel respected and needed, giving them a boost in motivation. A team member who feels needed is more likely to take initiative, simultaneously lightening your workload. Knowing that you depend on them, coupled with the respect you’ve earned for communicating it and showing humility, most often leads them to being even more careful with the quality of their work as they won’t want to let you down.

Taking a look at an example from our fictional senior manager Patrick; this time, he’s received some excellent news about his latest performance report. Mark, the director of the company, explains that they will be moving forward with all his suggestions for system optimisation. Patrick sets up a meeting with his team to discuss the new procedures. Instead of taking the credit, he this time decides to share the win with them, stating that it was them who made it happen. He stresses that it was only possible through the constructive feedback he had received from each team member about their departments, and through their own attention to detail.

Knowing that they all contributed to it, Patrick’s win now meant that Stephanie, Jason and Amy all went home with a win that day. This keeps spirits high and gives them all a boost in confidence to keep up the precision, making Patrick’s days another bit easier.

 

Leadership Tip 4 – Steer Clear of Gossip

Steer Clear of GossipWhat’s the worst thing you’ve ever heard about yourself? It is an unfortunate reality that, for most people, gossip is an accepted part of everyday life and that most of us have been exposed to it in some way or other.

Acting as a role-model for their team, a manager must understand the difference between constructive feedback and gossip. A true leader has many eyes and ears wherever they go. You’ve got their back, and out of respect, they’ve got yours. If there is something or someone going wrong, you’ll want to know. However, be wary of those who try to make their way into your good books through gossip. In fact, gossip tends to only spread misinformation as it often consists of a heavily altered version of a story that has travelled through so many ears and mouths that it becomes unrecognisable. If you, yourself, only speak about others through goodwill and when it can lead to a better outcome, never passing on such stories and not engaging in them, then this paves the way for receiving the right type of information from your team.

When you receive information from somebody, try to understand their intent. If it is to further a person’s growth and that of the company, and if the person you are speaking to had first hand experience of the situation, then taking the information on board is a safe bet.

Back at our fictional office building, Patrick happens to be standing in the kitchenette having a cup of coffee when Amy walks in. Amy noticed that Patrick’s and Stephanie’s professional relationship was growing and was rather insecure about her own. Instead of putting in the work to excel, and not to look incompetent next to Stephanie, Amy decided that spreading some dirt about Stephanie would be fine. Amy never saw gossip as a bad thing anyway and she’d only just finished a conversation with Jason about how he noticed Stephanie taking so many cigarette breaks that she even needed one during a meeting, this being highly unprofessional. After relaying Stephanie’s cigarette problem to Patrick in the kitchen, he confronts Stephanie about it. However, it turns out that Jason was only asking Amy how she had got over her own cigarette addiction so that they could help Stephanie quit smoking. Jason was describing that she went out for cigarettes in the breaks and even during the break of a meeting, which, in turn, is acceptable.

Amy was simply too blinded by her jealousy of Stephanie to have been listening to Jason properly and ended up twisting the story and inflating it. Therefore, Amy has lost her credibility. Patrick, however, was also at fault as he should have asked whether this was a first-hand experience, giving him an indication as to the validity of the information. Finally, Stephanie was burdened by being called in to a meeting to discuss something which had not actually been affecting her performance. What we see from our fictional friends is that gossip turned a situation of good intent, into one of miscommunication for anyone who engaged in it.

 

Leadership Tip 5 – Be Punctual, No Excuses

Leadership Tip 5 Time. Due to an increasingly fast-paced culture, most people feel as though they don’t nearly have enough of it. Consequently, being on time becomes a struggle and with it often comes a certain sense of entitlement to being a little late. Truth is, we’ve all got the same amount of hours in a day. A rushed life-style, no matter how high one’s rank is, holds no water as an excuse for wasting from somebody else’s 24 hours. As a leader, people need to know that they can rely on your punctuality, meaning that they will also be less likely to keep you waiting. Punctuality is not only crucial when meeting someone. Consistently arriving on time to one’s place of work, or even a little early, allows for time to settle in and sets the standard for all others in the workplace. This is also beneficial for the strength of your team, as it enables an informal regroup and the sharing of motivation before the day begins.

Fictional Patrick, being a senior manager, would often feel as though his day was busier than that of his team. Therefore, when it came to meetings with team members, he had no problem keeping them waiting for a few minutes if he had something important to close. However, it soon became a habit and his team knew not to expect him to be on time. Therefore, they couldn’t take the meeting times too seriously. One morning, Patrick called in a brief urgent meeting that needed to take place before the arrival of Mark, the director. Patrick’s team, once again expecting him to be late, didn’t arrive on time. The meeting was rushed, Patrick got nervous and stress was dominant. Nonetheless, his team can’t be blamed to the full, as it was Patrick who had set the standard for tardiness.

Next week: Leadership Tip 6