Chapter 1: Understanding The Role
Now that we’ve outlined the roles and responsibilities of a manager, let’s explore the key behaviors needed for success. As you review the behaviors listed below, reflect on your own tendencies and rate yourself honestly. Remember, self-awareness is a crucial trait of an effective manager.
Behavioral Traits of Great Managers
Knowledgeable. You understand the objectives and challenges of your team. Even if you are not a subject matter expert, you’re familiar enough to engage with subordinates, to ask pertinent questions, and to negotiate with stakeholders.
Curious. You are inquisitive and eager to learn. You naturally investigate problems and seek to uncover the root cause. You strive to understand the methods of systems and processes in detail. You easily adapt what you learn to new situations.
Positive. You remain openly optimistic, regardless of current conditions. You display a can-do attitude and encourage others to see opportunity in difficult situations. You control negative emotions.
Honest. You are always truthful. You behave the way you expect others to behave. You maintain credibility and don’t state what you aren’t sure of. You promote transparency.
Trustworthy. You keep your word. You don't make promises you can't keep. You are supportive.
Ethical. You do what's right, no matter how difficult the decision. You follow organizational policies, as well as societal and moral codes. You embrace diversity, inclusivity, and respect for all people. How you achieve your goal is just as important as reaching it; you reject the idea that the ends justify the means as a guiding principle.
Fair. You treat everyone equally, and you don't play favorites. You know when and how to apply or accept accountability. You can be demanding, but you are also understanding and open to other points of view.
Courageous. You deal with conflict head-on and address difficult issues without hesitation. You're assertive and demonstrate confidence in your words and actions. You're decisive and resolute without being stubborn. You know when and how to manage-up. You overcome adversity.
Humble. You control your ego and are openly self-aware. Your pride doesn't interfere with learning from others or admitting mistakes. Seeking power or public recognition is not your mission.
Strategic. You consider alternate paths to success and anticipate problem areas and blind spots. You plan ahead and prepare for the unexpected.
Influential. You act in a way that impacts the behaviors of others.
Coachable. You accept feedback without defensiveness and turn the feedback into actions. You turn self-awareness into improvement. You’re flexible and open to change.
Self Aware. You recognize and understand your own emotions, strengths, weaknesses, and behavior patterns. You see how your actions affect others and adapt to improve personal growth, relationships, and decision-making.
These behaviors are typically linked to natural abilities rather than acquired skills. You can develop these behaviors, but you must possess the ability to assess and cultivate them. The bottom line, you must be honest while evaluating yourself, and that’s the last and possibly most important trait. Anything less indicates that you’re likely not ready for a managerial role.
Do you feel deficient in, or disagree with, the need for one or more of these behaviors? To one degree or another, these characteristics are universal amongst great managers. If you feel lacking in a few areas, no problem, just understand you have work to do on your own behaviors. Look for professional coaching to help you improve any deficiencies.
If you find this debatable or find your traits don't line up well with these attributes, then carefully reflect upon your consideration of a management role. You’ll likely be much happier growing as an individual contributor, and there’s nothing wrong with that.