BOSS 2012
The role of a manager/boss has undergone a tremendous change with the evolution of India Inc. Today, on Boss’ Day, the qualities a new-age manager must possess are explored
Usually, when we think management, we usually come to think of a few people in the top position, occupying the most important role and having authority over people, right? However, in recent times, as organisations evolve each day, the way a manager/boss is perceived and the way he/she needs to be, has drastically changed. The new-age manager can no longer be the dictator or even authoritative. For today’s knowledge workers, who ‘manage’ themselves, the management is seen as one that can engage everyone. Hence, the newage manager has to have a gamut of qualities to make it work in these competitive times. They need to be friends, philosophers, counsellors and guides to their colleagues. They cannot micromanage; they need to look at the bigger picture and manage people with a human touch.
So, what are the qualities that the modern-day manager/boss must possess in today’s times? “Today’s manager needs to be a multi-tasker, so that he/she can lead, rather than direct the team. To be a great manager in today’s times, you must have an extensive set of skills - from planning and delegation to communication and motivation. Understanding team dynamics, encouraging good relationships, effective and productive planning, motivating people and communicating are also helpful assets,” expresses Kapil Aggarwal, vice president, sales and marketing, Hyatt International.
According to Dr Sriharsha A Achar, chief people officer, Apollo Munich Health Insurance, “Today's manager must be able to think strategically in the present moment, especially in the current economic and business environment. Positive, encouraging words are more essential than reckless behaviour that causes distress to others. Managers must be cheerleaders for their teams and should recognise all contributory parties. A far-sighted, goal-oriented mindset is what makes managers today capable of leading organisations through rough patches and into greener pastures in the future.”
Similarly, Jean-Michel Casse, senior vice president, Operations, India, Accor, points out, “In years of modest performances with the overall environment lacking positivity, a manager must be the one who will deliver better than the organisation’s competitors. In such a context, he/she needs to be creative, innovative and committed to the success of his/her team. He/she is skillful in seeing the big picture, to better manage the details.”
The relationship between a boss and his/her subordinate has changed today. There are certain things that differentiate a new-age manager from a traditional boss. Traditional organisations were hierarchy-driven that assigned specific roles to employees. The focus on roles put all the power in the hands of managers, who governed employees by planning, organising and controlling their work. This is essentially what made management a top-down, restricting function. But this is no more the case now.
“Modern-day managers have a fundamentally different understanding of the workplace, company, and team dynamics. Unlike traditional bosses who want employees to do exactly what they are told, today’s managers see their company as a collection of individual hopes and dreams, all connected to a higher purpose. They inspire employees to dedicate themselves to the success of their peers and therefore the community and company at large. Traditional bosses see change as both complicated and threatening, something to be endured only when a firm is in desperate shape. New-age managers see change as an inevitable part of life. While they don't value change for its own sake, they know that success is only possible if employees and the organisation embrace new ideas and new ways of doing business,” explains Achar.
Aggarwal believes that a new-age manager is one who believes in a long-term focus and supports the team as needed - without micromanaging.
For Casse, a new-age manager focuses more on change and innovation; focuses on people's values; demonstrates a compelling modesty; acts with quiet, calm determination; relies principally on inspired standards to motivate; is non-coercive, non-authoritative, but democratic and an affiliative manager; and coaches and develops people for the future. Hence, it is not surprising to hear themes of love and trust being brought up as hot management priorities, and a demonstration of the willingness to break traditional leadership boundaries these days. With changing times, the newage manager is re-writing the rules and doing so with much élan!
YASMIN TAJ ET 121016
The role of a manager/boss has undergone a tremendous change with the evolution of India Inc. Today, on Boss’ Day, the qualities a new-age manager must possess are explored
Usually, when we think management, we usually come to think of a few people in the top position, occupying the most important role and having authority over people, right? However, in recent times, as organisations evolve each day, the way a manager/boss is perceived and the way he/she needs to be, has drastically changed. The new-age manager can no longer be the dictator or even authoritative. For today’s knowledge workers, who ‘manage’ themselves, the management is seen as one that can engage everyone. Hence, the newage manager has to have a gamut of qualities to make it work in these competitive times. They need to be friends, philosophers, counsellors and guides to their colleagues. They cannot micromanage; they need to look at the bigger picture and manage people with a human touch.
So, what are the qualities that the modern-day manager/boss must possess in today’s times? “Today’s manager needs to be a multi-tasker, so that he/she can lead, rather than direct the team. To be a great manager in today’s times, you must have an extensive set of skills - from planning and delegation to communication and motivation. Understanding team dynamics, encouraging good relationships, effective and productive planning, motivating people and communicating are also helpful assets,” expresses Kapil Aggarwal, vice president, sales and marketing, Hyatt International.
According to Dr Sriharsha A Achar, chief people officer, Apollo Munich Health Insurance, “Today's manager must be able to think strategically in the present moment, especially in the current economic and business environment. Positive, encouraging words are more essential than reckless behaviour that causes distress to others. Managers must be cheerleaders for their teams and should recognise all contributory parties. A far-sighted, goal-oriented mindset is what makes managers today capable of leading organisations through rough patches and into greener pastures in the future.”
Similarly, Jean-Michel Casse, senior vice president, Operations, India, Accor, points out, “In years of modest performances with the overall environment lacking positivity, a manager must be the one who will deliver better than the organisation’s competitors. In such a context, he/she needs to be creative, innovative and committed to the success of his/her team. He/she is skillful in seeing the big picture, to better manage the details.”
The relationship between a boss and his/her subordinate has changed today. There are certain things that differentiate a new-age manager from a traditional boss. Traditional organisations were hierarchy-driven that assigned specific roles to employees. The focus on roles put all the power in the hands of managers, who governed employees by planning, organising and controlling their work. This is essentially what made management a top-down, restricting function. But this is no more the case now.
“Modern-day managers have a fundamentally different understanding of the workplace, company, and team dynamics. Unlike traditional bosses who want employees to do exactly what they are told, today’s managers see their company as a collection of individual hopes and dreams, all connected to a higher purpose. They inspire employees to dedicate themselves to the success of their peers and therefore the community and company at large. Traditional bosses see change as both complicated and threatening, something to be endured only when a firm is in desperate shape. New-age managers see change as an inevitable part of life. While they don't value change for its own sake, they know that success is only possible if employees and the organisation embrace new ideas and new ways of doing business,” explains Achar.
Aggarwal believes that a new-age manager is one who believes in a long-term focus and supports the team as needed - without micromanaging.
For Casse, a new-age manager focuses more on change and innovation; focuses on people's values; demonstrates a compelling modesty; acts with quiet, calm determination; relies principally on inspired standards to motivate; is non-coercive, non-authoritative, but democratic and an affiliative manager; and coaches and develops people for the future. Hence, it is not surprising to hear themes of love and trust being brought up as hot management priorities, and a demonstration of the willingness to break traditional leadership boundaries these days. With changing times, the newage manager is re-writing the rules and doing so with much élan!
YASMIN TAJ ET 121016
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