EXPERIENCE OF MANAGING TEAMS
Too often, we have seen line managers set up to fail as organisations force high performing individuals into management positions, yet leave them ill-prepared, ill-equipped and ill-informed over how to succeed in that function. Left untrained and unsupported, many potentially great line managers are forced to develop their own managerial practices, which are usually based on the good and bad elements of their own line manager’s actions. The only real guidance given is from HR on what they can and cannot do – but all that tells them is how to not get involved in grievance procedures, not how to manage the performance and careers of those trusted to their leadership.
I have experience of managing teams of 2 to 25 employees, and know that it can be a struggle to find that balance between doing ‘your own work’ and helping those in your team do their best work. As a member of teams, I have experienced some great and some not so great managerial styles – I have been the one put on the pedestal, as well as the one intentionally ignored.
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