Page 26 - Becoming a Successful Manager

Defi ning Your Role 17

Managers who possess quiet strength have a positive infl uence
on others without being obvious in their methods. They are clear
about what they expect and desire from the people with whom
they interact. After making sure their expectations and desires are
reasonable, they unobtrusively do what’s necessary to achieve both
their expectations and their desires.
Their subtle actions, which prompt others to respond favorably

to them, reflect genuine caring attitudes that say, in effect, “You
are important to me,” “I value your contributions,” “I respect you
and your abilities,” and “I trust your judgment.”
If you adopt such attitudes in your dealings with your staff,
you will stimulate all members to produce results of which you and
they will be proud, regardless of whether they work next to you or
with you from across the world.
In contrast to quiet-strength managers are those who man-
age by intimidation. Typically, these managers overpower people
with their authority. They yell, threaten, pout, send threatening
messages, or do whatever else they can to instill fear in people

under their influence. Although they may get short-term results,
more often than not, such misuse of authority results in defen-
sive behaviors, which prevent employees from consistently doing
their best. Particularly, in the virtual community, such resistance
could be undetected until there are serious repercussions.
Assuming you want to establish quiet strength as a philosophi-
cal foundation for effectively managing your department, be sure
all of your employees are aware that you plan to abide by the fol-
lowing three-part code of conduct.

What I Get Paid to Do
• I get paid to create a collaborative environment in which all
contributors are motivated to be the best they can be.