Chapter 3: Engaging Your Team
Management style refers to the way a supervisor interacts with and motivates their teams. For example, a subordinate finds a new way of completing a task. It doesn't violate any processes, but it's also not how things have been done in the past. You might put a stop to it and enforce the old way, "don't fix what ain't broke." Or you may allow the employee to do it their way; their ingenuity should be encouraged. As long as all related goals are met, neither method can be said to be wrong. The way you decide to handle this situation is called your management style.
There are two primary styles, autocratic and permissive. An autocratic manager makes all the decisions without consulting subordinates; a permissive manager has subordinates participate in decision making. It should be evident that there are many ways to combine these two styles; circumstances will demand one or the other. Let's look at a few that lie somewhere between.
Collaborative. Also known as democratic, in this style, the team is encouraged to share thoughts, ideas, and solutions to accomplish goals. While the manager will make final decisions, a great deal of influence is given to the team's input. When this style is applied correctly, team members feel valued and more engaged. If misapplied, decision-making can be stymied.
Persuasive. This style takes the autocratic approach of centralized control, but the direction is applied diplomatically. While the manager makes decisions unilaterally, those decisions are relayed appealingly. The manager decides their plan is best, then sets out to convince their staff to agree. This may seem manipulative, but it can be necessary, for example, when the manager has expertise that their team lacks. Done correctly, the team will feel included; if overused, they will end up feeling patronized.
Results-Based. In this style, you motivate by attaching a tangible reward to a goal. Examples include a bonus for completing a challenging project on time, an award for having the most sales in the quarter, or increased pay for producing a certain amount of work. This style works great for transactional items, especially annual goals, or to push through a spike in workload. It's not effective in dealing with long-term issues, such as being chronically understaffed.
There are other documented styles, but they're just variants of the above. Your style will develop with experience, and it must adapt to your unique circumstances, for example:
A collaborative manager (normally very open-minded) rejects an idea that violates organizational policies.
A results-based manager (normally very goal-specific) seeks the staff's opinions to get through a period of high work volume.
An autocratic manager (normally demanding and closed-minded) produces performance goals with rewards to motivate acceptance of a new project.
Just remember that your style will have a significant impact on employee engagement.
Is there a best style? How you handle a given situation should depend on the circumstances. However, from an overall style perspective, a good manager should focus on results. This doesn't necessarily mean being a results-based manager; your specific environment may require a more autocratic approach. But in the end, it’s the results that matter. For example, rather than focusing on hours worked, concentrate on consistently meeting and exceeding expectations. Focusing on the outcome rather than the process promotes accountability to the mission, where employees feel like trusted collaborators, regardless of how you approach specific decisions.