During periods of rapid growth and development it is often easy for management roles to become segmented and managers begin to take on characteristics of specialization. This is a natural tendency for managers as teams began to grow because it is easier to delicate, or to a larger degree, ignore roles they are less comfortable with. It is during this time, that managers should be careful, not to let roles they worked so hard to develop, wither away on the vine. Most often during prosperous times, roles of budgeting and control are set aside and planning and leadership take on larger life as we see opportunities for our visions to be realized.
As we all know, the one constant that we can rely on is that of change. So as the prospect of growth brings resources to you, during periods of contraction, the reverse is also true. To further aggravate the situation, it is human behavior during hard times to start focusing on budgeting and control issues and neglect characteristics of effective planning and the leadership development regardless of how skilled you are in these areas. This can be most readily seen in crisis management. Ironically, this can do more harm than good.
Over the next several post, I would like to discuss each of the four fundamental roles of management separately and then review how and why I feel that managers can improve performance by nurturing all of these roles consistently and how the individual roles actually support one another to form what we have come to recognize as an effective manager.
Join in the conversation and share your own personal challenges or success as you have exercised each of these roles with your team.
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