{"id":227112,"date":"2022-09-15T06:59:05","date_gmt":"2022-09-15T12:59:05","guid":{"rendered":"http:\/\/corevalues.com\/?p=227112"},"modified":"2022-09-15T06:59:05","modified_gmt":"2022-09-15T12:59:05","slug":"work-culture-characteristics-that-allow-managers-as-facilitators-to-thrive","status":"publish","type":"post","link":"https:\/\/corevalues.com\/dev\/2022\/09\/15\/work-culture-characteristics-that-allow-managers-as-facilitators-to-thrive\/","title":{"rendered":"Work Culture Characteristics That Allow Managers as Facilitators to Thrive"},"content":{"rendered":"

\"managers<\/a><\/p>\n

By now, most of you who are also subscribed to the TIGERS 6 Principles \u2122 newsletter<\/a> know that I am a passionate organic gardener and also TIGERS 6 Principles developer of managers as facilitators.<\/p>\n

What I understand about gardening is that most native plants are effortless.\u00a0 If the pandemic lockdown made you sprout a green thumb, you know that a bit of sunshine, a handful of compost, and perhaps an occasional watering are enough for most flowers and foliage to spruce up a garden.\u00a0 But some plants (specifically those with the most beautiful flowers) can test your mettle.<\/p>\n

The Gardenia (Gardenia jasminodes), <\/em>for instance, is said to be the litmus test for horticultural prowess. Gardenias are evergreen shrubs that bloom with cream-colored flowers throughout the year and are prized for their deep fragrance.\u00a0 But boy, what a garden diva they are.<\/p>\n

Stress them out (by neglecting a need or two), and their leaves and flowers wilt, turn yellow, and die.<\/p>\n

It may be farfetched to discuss managers as facilitators in the same breadth and length as gardenias, however \u2026<\/p>\n

If we can go out of our way to find what works for \u201cdifficult\u201d plants, we can find what works in raising future managers and leaders.<\/p>\n

There isn\u2019t much material to work with when it comes to what type of \u201cenvironment\u201d works best for managers.\u00a0 We see a lot of what work culture works best for employees, not so for managers.<\/p>\n

As such, it isn\u2019t surprising to see newly-minted managers perform exceptionally well as subordinates but fumble their way into positions of responsibility.<\/p>\n

If employees thrive when the work culture fosters trust and interdependence, what counterpart work environment works for a manager?<\/p>\n

Framing the question differently, what work culture characteristics allow managers as facilitators to thrive?<\/p>\n

Here\u2019s what I\u2019ve gathered.<\/p>\n

The work culture must allow managers as facilitators to demonstrate their competence.<\/h2>\n

Nobody will admit it, but everyone keeps tabs on their colleagues\u2019 competence.\u00a0 Does Mr. New Manager understand the work?\u00a0 Does he really know how to get the resources and visibility for the team to be successful?<\/em>\u00a0 Is Ms. New Manager an effective coach and does she facilitate the development of talent?<\/em><\/p>\n

People\u00a0 judge results.\u00a0 For new managers to succeed, they must be allowed to produce good and effective results \u2013 FAST.\u00a0 Leadership transition experts recommend prioritizing three simple but well-defined problems that truly matter to the team. Once these problems are identified, they must be solved right away and in a manner consistent with company culture.<\/p>\n

Another is to create favorable conditions. For instance, getting a notoriously difficult executive to sign a request is a great boost.\u00a0 Or perhaps persuading other department heads to revive a project that has been forgotten on the back burner.<\/p>\n

Most important, allow the manager to be candid about what they do or do not \u00a0know.<\/p>\n

Nobody can possibly know everything and it never pays to fake it.\u00a0\u00a0 If nobody is given the elbow room to be \u201chuman\u201d, serious problems can arise.\u00a0 However, when managers are allowed to be honest about areas they need help with and their decision turns out wrong, at best they\u2019ll just look silly.<\/p>\n

Another example is to help managers arrange backup.\u00a0 Remember that trust is shaken during transitions.\u00a0 Beneath the surface are frustration, ill will, and even resentment.\u00a0 Allow managers to approach people whose opinions matter.\u00a0 Encourage these people to support them.\u00a0 If there is nobody within the organization, cite outside sources or hire an independent specialist.\u00a0 Persons of responsibility have to establish credibility.<\/p>\n

The work culture should provide training to equip managers as facilitators with emotional steadiness and self-control.\u00a0<\/strong><\/h2>\n

I discuss emotional intelligence in length within TIGERS\u2122 Leadership training.\u00a0\u00a0<\/a>Emotional steadiness and self-control guarantee a manager\u2019s integrity.\u00a0 Effective leaders should be equipped to moderate their impulses so they can decline ethical temptations.<\/p>\n

No one can completely avoid conflict. Everyone will come across situations that will test your patience and moral fiber — especially when you\u2019re barely hanging by a thread.\u00a0The key to all this is gaining familiarity with emotional intelligence.<\/p>\n

The five components of emotional intelligence are:<\/h4>\n

SELF-AWARENESS (the ability to recognize one\u2019s own moods, emotions, triggers, and motivations)<\/p>\n

SELF-REGULATION (the ability to control one\u2019s disruptive impulses and moods. This includes the ability to defer judgment while emotions are high)<\/p>\n

MOTIVATION \u00a0(One\u2019s reason for work, beyond money or status.\u00a0 It\u2019s also an individual\u2019s\u00a0 tendency to pursue goals with vigor and persistence.)<\/p>\n

EMPATHY (One\u2019s ability to understand other people\u2019s emotions.\u00a0 This involved engaging with people according to their emotional reactions.)<\/p>\n

SOCIAL SKILL (A person\u2019s ability in managing relationships, building networks, and establishing rapport.)<\/p>\n

If I may safely say, managers\u2019 jobs are 80% of the time, management of emotions \u2013 theirs and others.\u00a0 Observe closely. Teams tend to react to their leaders\u2019 moods.\u00a0 If a manager is pessimistic and depressed, don\u2019t expect the team to behave otherwise. If managers are cheerful and positive, their team will be too (even if being spirited isn\u2019t their natural disposition.)<\/p>\n

This is because moods are passed on at the physiological level via an open-loop system that involves cardiovascular functions, sleep rhythms, and immune functions. Bodies involuntarily respond to these signals and all these physical changes combine in an all-embracing emotional experience \u2013 which may be good or bad.<\/p>\n

Remember that impulsive actions don\u2019t need to be illegal to compromise management. \u00a0Going back on your word, uttering an inappropriate joke, or even sleeping with a colleague can affect employees\u2019 respect and confidence.\u00a0 Self-control is so underrated and yet highly invaluable.<\/p>\n

The work culture allows managers as facilitators to exercise\u00a0both positional and personal power<\/h2>\n

Managers must be able to exert influence.\u00a0Influence is a combination of two kinds of power: positional and personal.<\/p>\n

Positional is the power that comes with the job description and title (the ability to hire and fire, approve a budget, etc.).\u00a0 Personal power, on the other hand, refers to social capital (relationships, reputation, informal know-how, trust, and goodwill). For instance, managers\u2019 positional power allows them to secure bonuses for the team. But their personal power enables them to sway team members with little resistance.<\/p>\n

While this kind of support may upset other managers of the same rank, (especially where competition is involved), a work culture that allows for influence is beneficial to the organization\u2019s brand and image overall.<\/p>\n

Many managers avoid nurturing a network because it reeks of self-promotion and workplace politics.\u00a0 But professor Linda Hill of the Harvard Business School and co-author Kent Lineback (Being the Boss)<\/em> write that avoiding the political dynamics altogether can limit effectiveness as a manager.<\/p>\n

The relationships you forge allow you to obtain information easily.\u00a0 We take news from the grapevine with a grain of salt.\u00a0 But information gathered from trusted colleagues can give us a better understanding of what is going on when nobody seems to be looking.<\/p>\n

Circling back to the gardenias \u2026 when these diva flowers don\u2019t bloom, we don\u2019t chastise the flower. Instead, we investigate what keeps them from blooming.\u00a0 The same goes for managers as facilitators.\u00a0 Develop them and watch your operations bloom through cost savings and productivity improvements.<\/p>\n

Copyright, TIGERS Success Series, Inc. by Dianne Crampton<\/p>\n

\"Leading<\/a><\/h1>\n

<\/h1>\n

People Skilled Managers Create Better Workplaces.<\/h1>\n

TIGERS Leadership Fundamentals\u2122<\/a>\u00a0and\u00a0Collaborative Leader\u2122<\/a> training provide SHRM recertification credit and both self-paced and instructor led training with certificate of completion.<\/p>\n

Prepare your organization\u2019s managers to engage employees, conduct powerful 121\u2019s strengthen workplace collaboration and improve your bottom line.<\/p>\n

Register today!<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

By now, most of you who are also subscribed to the TIGERS 6 Principles \u2122 newsletter know that I am a passionate organic gardener and also TIGERS 6 Principles developer of managers as facilitators. What I understand about gardening is that most native plants are effortless.\u00a0 If the pandemic lockdown made you sprout a green […]<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"nf_dc_page":"","footnotes":""},"categories":[266],"tags":[976,837],"class_list":["post-227112","post","type-post","status-publish","format-standard","hentry","category-leadership","tag-facilitative-leadership","tag-managers-as-facilitators"],"_links":{"self":[{"href":"https:\/\/corevalues.com\/dev\/wp-json\/wp\/v2\/posts\/227112","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/corevalues.com\/dev\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/corevalues.com\/dev\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/corevalues.com\/dev\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/corevalues.com\/dev\/wp-json\/wp\/v2\/comments?post=227112"}],"version-history":[{"count":0,"href":"https:\/\/corevalues.com\/dev\/wp-json\/wp\/v2\/posts\/227112\/revisions"}],"wp:attachment":[{"href":"https:\/\/corevalues.com\/dev\/wp-json\/wp\/v2\/media?parent=227112"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/corevalues.com\/dev\/wp-json\/wp\/v2\/categories?post=227112"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/corevalues.com\/dev\/wp-json\/wp\/v2\/tags?post=227112"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}