Page 13 - Becoming a Successful Manager

4 KNOWING THE TERRITORY

belongs to them as well as to you. That feeling, in all likelihood,
will motivate them to be vital contributors to the department and
will discourage them from the subtle ways in which disgruntled
or dissatisfi ed employees can hinder departmental develop-
ment. Once a genuine team spirit evolves and bonding occurs,
you, your staff, and the organization for which you work will
profi t in every way—emotionally, intellectually, and ultimately
fi nancially.
As the manager, you need to enable the formation of such
partnerships. You must preserve the integrity of each of your
manager-employee relationships and protect that integrity from
being threatened or invaded by negative staff members or negative
workplace situations. As challenging as it may be in the diverse
and decentralized workplace to create and uphold the partner-
ships between you and your employees, that’s what you must do
to succeed as a truly professional manager.
To achieve the status of professional manager, take the follow-
ing actions:

• Assume responsibility for creating a fertile workplace cul-
ture—an atmosphere that stimulates people of diverse abili-
ties, personalities, and backgrounds to be productive and
to work harmoniously with one another. (You know your
departmental culture is fertile when its members contribute
willingly, enthusiastically, and fully toward their personal
and company goals.)
• Make it safe for your staff to communicate openly and pro-
ductively with you and each other, and to take intellectual
risks without fear of repercussions.
• Create a structure that fosters personal and career develop-
ment and growth.