There are different management styles. Each style is
neither good nor bad in all situations. In fact, a manager
that does extremely well in one situation may fail miserably
in another.
The keys then, are three-fold. You have to be aware of who
you are (what are your strong/weak points), what is the
context of the situation (which management tools would work
best), and most importantly, be flexible enough and
knowledgeable enough to employ these tools with
precision.
Today, I'm going to talk about one type of manager and how
the context is critical in determining how successful he or
she will be.
So, some managers learn how to be managers through
on-the-job-training. There is much to said for this kind of
manager. They tend to have a deep understanding of the job
because they've had to live it. That is, they've had to make
decisions without having a theoretical context with which to
examine the situation from different perspectives and then
make a decision based on the totality of views.
This type of manager can make quick decisions without
being hamstrung by competing views.
Hence, the tool these managers have is the ability to make
quick decisions. The downside is they are rarely reflective.
That is, they do things, many times, by rote or by what has
worked in the past or even by what some would call blind
faith. This problem was crystallized by Mark Twains apt
phrase; "To a man with a hammer, everything looks like a
nail."
Don't get me wrong, the problem is not in using the
hammer, rather the problem is in not realizing that it isn't
the best tool to use in all situations. Sometimes this is
because the manager is not aware of other tools. Sometimes
the manager is aware of other tools but the manager is not
adept at utilizing them.
Let me give you a real-life example. One manager I know
of, I'll call him Brian, works in an environment in which
managers don't take responsibility for decisions that don't
work but always crow about how they are such superb managers
when they do. When things don't work out, Brian always blame
his staff. It was staff that made the error, not him. It was
staff that gave him incorrect information. It was staff that
didn't tell him what he needed to know. Brian's tool is to
avoid personal responsibility.
Even if this is true (that staff is somehow at fault),
which it isn't, it isn't a sign of a good manager to blame
others for their decisions and not take personal
responsibility for being the decision maker.
Which brings me to
this 11 page New York Times article on President
Bush entitle "Without a Doubt".
The article's main thesis is that President Bush operates
on faith rather than facts. That he is a true believer and
what he believes is that he is on a mission from God.
Literally. Any facts to the contrary simply denote your lack
of faith and will result in your being labeled an unbeliever
and a dupe of Satan.
As I said at the beginning, there is no one way of
management that is always right. And at times, President
Bush's style of management may be effective. But at other
times, this type of management can lead a country to its
doom. In November, choose wisely.