Manage Self Before Managing Managers
By Jagdish Rout
The wise saying goes: “First be then make”. Simply dictating terms won’t bear good fruits. Bossism reaps dividend when the boss is the role model for his sub-ordinates.
Limiting oneself to the role of a paying master without feeling the pulse of others may not command the religious respect of others. If you need to be a task master, you ought to set an example of also putting your shoulders to the wheels.
Guiding the managers how to yield productive output and simultaneously watching how the latter lead the respective teams or workforce in a conducive manner should be the motto of the boss. Managing an organisation needs a smart leadership that knows well the nuance of acting smartly in true letter and spirit.
A smart leader is not in the sense of height, weight, suit, boot, cap and complexion. It is in the sense of dynamism, vision, intuition and honesty. Mahatma Gandhi and Saint Mother Teresa were the glaring examples. They were the apostles of Peace, Truth and Non-Violence sans of which chaos would reign supreme in the whole cosmos.
Both of them were role models and believed in ‘simple living and high thinking’. The paths trodden by them and simultaneously shown to others had inspired and keep on inspiring a suo motu fathomless fan-following.
George Washington and Napolean Bonaparte were exemplary generals whereas Adolf Hitler failed despite being a cunning fox. Even though Napolean bit the dust in Battle of Waterloo, but still remains the quintessential leader for whom “impossible is a word found in the dictionary of fools”.
Being a bona fide boss, one should remember “there is no shortcut to success”. Going by the Machiavellian theory of ‘by hook or crook’ may lead to “end justifies the means”, but better not to prefer the ‘temporal taste of success’ to “means justifies the end”.
We should own the responsibility of how to develop people serving under us so that the gains become perennial and spontaneous.
A boss should always try to maintain a close rapport with the managers to gauge their mode of work and mindset applied to the given task. Need to be a demonstrator so that experiment pulls on well and leads to the desired conclusion.
A boss should not behave miserly while complimenting the team in public for its hard-earned output. If you first respect them, there is no need for commanding respect from them in return.
While criticising something found in them or their given task, try to offer the criticism in private. If it is a healthy criticism, the opposite party will automatically mend his/her ways and means. ‘Liberty, Equality and Fraternity’ were the mantra of the great French Revolution. The true leadership virtues were in Alexander the Great not in his Governor Selucus Nicator.
Also in mind should be kept the age and gender differences. Accordingly, should be the prescriptions and the pills to be administered. Unless and until the boss plays the role of an able doctor to diagnose the disease and be capable enough to prescribe the panacea of the malady, the initial stage may turn to be cancerous and the organisation is termite-infested that would lead to a crumbling state of affair.
We should try to give autonomy under our direct supervision and see the creative genius in the mangers and the team members led by them. By doing so either we find out the lapses and help them rectify on time without causing further damages. If their ideas and suggestions work out, we also get an opportunity to learn and inculcate a new thing ourselves.
While “Rome was not built in a day”, it takes “drops of water to constitute an ocean”. Going by our Indian mythology, Lord Rama was the quintessential boss and Hanuman was the quintessential manager.
Delving into their characters and traits, one can emulate the roles played by them and realise that one should first toil to manage oneself before managing managers.