Page 16 - Becoming a Successful Manager

What Is a Professional Manager? 7

like, “I don’t know what he does to gain cooperation, but we want
to cooperate.” Or, “I learn from my manager, but it doesn’t seem
that she actually teaches.”
Professionals in a management position gain cooperation
without domination and power without force. Not only are non-
professionals obvious about what they do, but also their intentions
are transparent and suspect. Because nonprofessionals are moti-
vated mainly by ego rather than the desire to be of service to oth-
ers, they tend to misuse their authority and power. It’s as if they’re
wearing a shirt emblazoned “I am boss.” Of course, people who
work for such managers see right through them and either learn
to play the manager’s childish games or leave the department in
disgust.
Professionals walk their talk. Their actions consistently refl ect
their beliefs and the principles they advocate. While some nonpro-
fessionals may be knowledgeable and may voice sound and lofty
beliefs, for the most part, their actions are inconsistent with their
stated beliefs. It’s as if they are two different people.
Professionals are highly disciplined and, therefore, consis-
tently do what is required in order to move forward. They are
motivated by the desire to honor their profession and to excel, and
their actions are committed to these objectives. Nonprofessionals
are undisciplined and tend to work only when they feel like it. In
general, this is because they’re not fully committed to fulfi lling
their stated objectives.
Professionals tend to be task and goal oriented; therefore, their
efforts are appropriate and lead to meaningful results. Although
they know how to have fun, and they often do, for them frivolity
has its time and place. Often, nonprofessionals allow themselves
to get caught up with issues tangential to main objectives. They
are frequently accused of not taking seriously the jobs or projects