The Secret Burden Of The Number Conscious Manager

When you hear the word “manager” what comes to your mind first? Is it someone with an angelic face or someone with two horns on their head? Is it someone from the working class or someone from the ruling class? Is it someone who is known for people management or project management?

No doubt, the popular answer would be someone who is result (read as number) conscious, detail-oriented and sits on a pedestal. While these attributes are no doubt a requisite of a successful manager, what makes him excessively focus on these attributes is his lack of focus on people.

Imagine flogging a half-dead horse vis-vis a horse that has been fed well and rested well. Which one do you think has a higher chance of winning a race? Nonetheless, you still find some managers adopting the carrot and stick approach or worse pestering (read as micromanaging) their employees to get some work done. Oh, the double burden of work and then labouring to get that work done!

The “new” New-normal:

Ever since the pandemic hit our shores a couple of years ago, we have been witnessing new models of leadership with every invention of a Covid variant. This is predictably in line with the changing preferences of the modern employee. Employees – GenZ in particular – are no more enamoured with a beanbag office, fun Fridays or even a lofty value statement like, “We pledge to act with honesty and integrity.” 

The workforce of today prefer organisations and managers who act value-based, are trusting and remain appreciative of who they are and what they bring to the table. What they won’t tolerate in this “new” new-normal is inequality within the hierarchy. Sometimes, they are even OK when the appreciation comes later post the work output. But for this to happen, trust should precede appreciation.

On the other hand, the under evolved manager is still calculating the cost – the cost of appreciation and its associated reverberations even in the “Great Resignation” era. The manager feels an employee who is appreciated way more than his due would become proud and thereby lethargic or demand more rewards & recognition.

The splendour and beauty of Appreciation:

Appreciation is one of life’s greatest motivators. This can be proved in no other time than now when many employees are efficiently juggling multiple priorities while working from home. For many of them Covid-19 has taken a heavy mental toll, if not a physical one. It is during these times, values like respect and appreciation work wonders than any strong currency in this world.

One of the hallmarks of appreciation is it doesn’t depreciate in value. It only increases in value every time you extend it to someone. For example, when you appreciate someone for a small act, they in turn exchange that with a slightly bigger act or service. In essence, when managers take time to let their team know that they are valued, it inspires them to contribute even more.

Unfortunately, some managers of today try to inspire their team by showcasing how amazing they are instead of showing their employees how amazing they are.

The power and grandeur of Trust:

The paradox of the highest order in the workplace is: should the manager trust his subordinate first or should the subordinate prove himself first? This has become a paradox as neither makes the first move. The manager says that he isn’t ready yet to offer a higher responsibility to his rookie subordinate, while the subordinate says that he is ready to prove himself once he is trusted.

Who better to break this deadlock than the manager who has the luxury of time and resource? An efficient manager is one who knows and utilises the strength of his team. And as long as the manager is aware of the strengths of his team and plays to their strengths, trust is never a risk-taking instrument.

The double burden of a Manager:

Managers have two options to achieve their deliverables – either by inspiring their team or by redoing their team’s half-baked job. Like a seasoned driver, they too can decide to either use the horn or not use it while navigating heavy traffic. Of course, both would reach their destination.  But only one would have had a smooth and pleasurable ride.

What kind of burden do you wish to carry? Command and order is tough and so is trust and appreciation. And as Organizational Psychologist Simon Sinek often says, demanding excellence from others is easy work. But developing excellence in others is hard work. The best managers do the hard work, just once!

(The article has been curated solely for BW People publication and ha been penned down by Billy Paul Ebenezer, Head – L&D, Talent Management, Plintron)