Managing relationships is a more flexible way of managing because it gives you more things to manage, says the author. “Managing people gives us one way of looking at the problem: ‘I told him what to do and he wouldn’t do it — there must be something wrong with him’.” Instead, you can look at what is wrong with the relationship, be it between manager and employee, or employee-employee.

The new manager has to learn to learn, advises Lewthwaite. “Learning is an essential management skill. It involves acquiring, sorting, analysing, and storing information… You can learn by obtaining new information; by combining existing information into new patterns; by finding new meaning in existing information.”

Four stages of learning are unconscious incompetence, conscious incompetence, conscious competence, and unconscious competence. In the final stage, your skills are second nature, as in driving. “You cruise along on autopilot… not carelessly, but with skills so ingrained you call upon them unconsciously.”

In a chapter devoted to communication, the author explains how it isn’t just about giving messages. “We expect to see some sign that the messages have been acted upon, such as a change in the way people behave.” Communication is key to managing relationships. Good relationships at workplaces require the people involved to give and receive honest feedback, and show that they value one another. Also, they should: “show respect for the needs of others; be willing to talk about themselves when appropriate; realise that they will not be liked by everyone; and believe that most people will respond favourably if approached honestly.”

Recommended addition to the manager’s bookshelf.

More Stories on : Books | Soft Skills

Article E-Mail :: Comment :: Syndication :: Printer Friendly Page