| The days of dictator managers are over. | | | | and know they can count on it, they are willing to |
| Controlling, bossy, punitive managers no longer | | | | stretch beyond their comfort zone. They develop |
| work-or maybe they never really did. Great | | | | strong loyalty to you as their boss, and they tend |
| management is an art, and one that is both a | | | | to show that same type of support to colleagues. |
| responsibility and a privilege. Great management is | | | | It's a win for the entire organization. |
| a challenge for anyone trying to define it, shape it, | | | | 7. Artful management presents change in a way |
| and deliver it. The good news is that it can | | | | that gets staff buy-in |
| happen. Here's how: | | | | When change has to occur, you want your people |
| 1. Artful management is conscious management. | | | | on board. The last thing you need is staff fighting |
| Conscious in this case refers to being awake, | | | | both you and the change you propose. Avoid |
| being observant, being aware of what your staff | | | | such disaster by involving them early in the |
| needs from you in order to do their best work. A | | | | process. Allow them the opportunity to talk about |
| one size fits all approach doesn't get you optimal | | | | their feelings, and solicit their ideas around |
| results. Know the strengths, weaknesses, and | | | | implementation. Help them to feel like they are an |
| insecurities of each person, and manage | | | | important part of whatever has to take place. |
| accordingly in a way that builds the individual AND | | | | 8. Artful management is a delicate balance |
| the organization. | | | | between being and doing. |
| 2. Artful management is sometimes bold. | | | | |
| Bold is not brassy, shocking, or cruel. It is having | | | | A lot of managing people is about being the right |
| the courage to say what needs to be said using | | | | kind of person: someone YOU respect, admire, |
| words and tone that get people's attention while | | | | and trust. Someone YOU would want to follow. |
| respecting them at the same time. It's about | | | | Someone YOU would seek as a resource. |
| taking action that you know is appropriate and | | | | Someone YOU would choose to imitate. Think of |
| right, even if it's unpopular. | | | | the BEING part as the foundation of the new |
| 3.. Artful management welcomes diverse ideas. | | | | house and the DOING part as all the other rooms |
| The ability to honor and actually invite different | | | | that depend upon the solidarity of the foundation. |
| ideas from the folks who work for you is a real | | | | Concern yourself first with becoming the kind of |
| skill. It also takes a lot of time and effort, unlike | | | | person you really want to be. All of the doing |
| putting forth your own ideas and forcing them on | | | | follows with less aggravation as a result. |
| everyone else. Creating a culture where people | | | | 9. Artful management takes reasonable, |
| know their ideas are genuinely welcome is a | | | | responsible risks. |
| healthy culture that fosters innovation and growth. | | | | Risk-taking is essential when you manage an |
| 4. Artful management is proactive rather reactive. | | | | organization, a department, a team. This does not |
| This means you look ahead and see the whole | | | | refer to reckless behavior but rather carefully |
| picture. You make decisions based upon what | | | | calculated decision-making that steps outside of |
| makes sense, what ensures that the organization | | | | the usual box when it's both advantageous and |
| will thrive, what needs to happen to avoid | | | | appropriate to do so. Management is not about |
| unnecessary problems and crises. You don't sit | | | | playing it safe one hundred percent of the time. |
| around and wait for certain circumstances to | | | | Actually, that's dangerous. To grow people and |
| occur or various people to do particular things. | | | | companies you've frequently got to step to the |
| You act now. | | | | left or to the right-or even take a huge leap |
| 5. Artful management demonstrates interest in | | | | across the room once in a while. While this may |
| and capability of creating strategic partnerships. | | | | be scary, it's worth it. |
| Your organization or company is not a lone ship in | | | | 10. Artful management rewards staff for a job |
| the sea. You cannot do what your mission states | | | | well done. |
| you will do without other individuals and entities. | | | | It's not enough to give people a paycheck. You |
| Find out who supports you, who values you, who | | | | need to praise them for doing a wonderful job, or |
| can offer you something that strengthens your | | | | for going beyond the call of duty. You can do it |
| business or service. Learn how you can help | | | | privately or publically, whatever the individual is |
| others accomplish their goals faster, easier, | | | | most comfortable with. Take time to find out |
| smarter. Form an alliance. Work together rather | | | | what would mean the most to the person |
| than as islands. | | | | deserving of recognition. Try to honor their |
| 6. Artful management supports employees. | | | | preferences. And offer the praise immediately. |
| Giving people support, even when criticizing or | | | | Waiting for somebody's annual review in six |
| disciplining them, is a gift of gold that folks | | | | months defeats the purpose and diminishes the |
| remember. When employees feel your support | | | | impact. |