According to the Google English Dictionary, the business definition for the word “management” refers
to the process of planning, organizing, directing, and controlling the activities of an organization to achieve its
goals and objectives efficiently and effectively. This involves overseeing the use of resources including people,
finances, and materials. Of course, the objective is to make sure the organization operates at peak efficiency
and reaches said objectives and goals.

Now that we have that out of the way, let me ask you a question. In your experience, how many of you
have actually had a good manager that met the skill set outlined above? If you said, “Not many,” I can
acknowledge that you are not alone. I hear it quite often in group discussions when folks are asked to list what
they feel their current management lacks. Times have changed since the days when managers and employees
could collaborate without friction. When a manager’s word was never doubted. But in the last couple
decades, we have faced many obstacles that may have changed the way we emphasize management skills.
From depressive economies, pandemics that thrust us into unchartered waters, and evolving work groups
being separated with labels such as millennial and Gen X. In addition to uncertainty, we are asked to do more
with less. Less employees, less time, less funds. The thought of planning, organizing, directing, and controlling
the organization seemed to get lost in the shuffle.

But there is good news! We all bounce back when times change, and we need to re-evaluate how
business is being handled. Good management doesn’t go out the window, it is merely put on the back burner
while we deal with a hurried pace of productivity. It’s when we finally regroup and collaborate, as a team, that
we are able to be more objective and realistic about how business is being conducted. There are plenty of
management theories and strategies that many could fall back on, but will they fulfill the current climate of
diversity in today’s workforce? The role of manager has become a bit more difficult than it was in days when a
firm handshake was affirmation of a manager’s word, to both employees and customers. The key: this needs
to be handled from the top.

During training, I hear some of the complaints employees have with management. It is a tough pill to
swallow when employees aren’t groomed for management, but rather, grandfathered in due to their years of
service. This not only causes angst amongst employees, but may also cause friction with employees more
qualified for the job. Top management is expected to know what skills are crucial when hiring managers or
promoting employees. And good managers are tasked to become good leaders. The emphasis needs to be on
development. On learning activities and team building repeated over time. Skills will become evident to both
top brass and frontline workers. So how do we grow as managers to enable us to make the right decisions on
behalf of the business? My thought: self-reflection. As managers we all must face the fact that we have
strengths and weaknesses. The objective is to learn how to overcome the weaknesses that may just allow us
to see the strengths in others. As we develop, we must consistently strive to meet the business’ objectives and
goals with the efficiency and effectiveness expected. So maybe the answer to growing as managers in today’s
climate is to take a good look in the mirror. The conduct of leadership is important in order to influence the
employees and team members to invest themselves in the process. It isn’t just about the services or products
companies provide, but the behaviors of manager and leaders. Making the effort to better ourselves as
managers is a vital step before coaching others.

(Jill E Taptich, CUSA, CM, CEO, TapsCo, Ltd)