Page 19 - Becoming a Successful Manager

10 KNOWING THE TERRITORY

What made these interactions special? Did you look forward to
coming to class, and if so, why? What specifi cally did they consis-
tently do that made such a lasting impression on you?
In all likelihood, whatever impressed you about these teach-
ers stemmed from their intent to transmit their knowledge, their
desire to help you understand the material they were teaching, and
their commitment to stimulating you to think clearly and inde-
pendently. Chances are their genuine caring made you feel spe-
cial and encouraged you to develop a strong interest in what you
were learning. Finally, they probably never said or did anything
to embarrass you, even when you asked a question that you, and
perhaps your classmates, thought was dumb.
To be a professional manager, you should aspire to exhibit
qual ities similar to those exemplifi ed by outstanding teachers,
but remember: your success as a manager depends, to a sig-
nifi cant degree, on the effectiveness of all your staff members.
That is why you should do everything within your power to
help your employees realize their potential. You do that by exer-
cising your power responsibly, just as your great teachers did.
Always respond appropriately to questions without making the
questioner feel stupid or guilty. And when it has become clear,
through tangible results, that your employees learned what you
taught them, reinforce their learning with sincere praise and
acknowledgment.
What else can you do to stimulate your “students’” desire and
ability to learn and develop? Keep this question in mind while read-
ing the rest of this section. At the end, write down your thoughts,
ideas, and insights in your manager’s journal. When it’s appropri-
ate, put these thoughts into practice, and monitor the results of
your actions.