I have always been entrenched in the school of thought that
‘If you have been a good manager, your absence shouldn’t hinder your team’s delivery’.
The
last two weeks have been nothing but a confirmation. This is not a
piece intended to blow my own horn but to critically analyse the
veracity of my postulation. And of course the youngest member of my team
is 6 months old as I am a strong believer in Tuckman’s teaming model.
I have been away from my team of about 50 colleagues and I cannot remember losing sleep (well except from my excessive intake of fine brewed Kenyan coffee). I
have had a couple of skype calls, had to pick on one or two emails,
quell a spark or two; but I have been able to achieve consistent
delivery and continuous improvement REMOTELY! I would love to birth a
theory off my postulation. Hence, the motive of this post.
Would
you agree that being away from your team is a good way to evaluate its
efficiency?
Your scorecard? Would effective delegation and coaching be
the strongest indices?
Would inclining one’s management style towards
Magregor’s Theory X & Y be an edge?
What would you consider the
greatest assets in building a strong, result-delivering team – one that
functions well even in your absence as a manager? Or should I say
‘Leadager’?
THOUGHTS?
#Management #HumanResources
ABOUT THE AUTHOR:
Privileged to have worked across the high-capital construction, fast-paced e-commerce & the precision-driven outsourcing industries; 'Kayode KOLADE is a Business Strategist and Project Manager with experience in People, Process & Operations Optimization, a Soft Skills Trainer and Mentor with a creed to continuous improvement. A Fellow of both The Institute of Leadership & Management and The Learning & Performance Institute.
