In a military context, the fog of war and the confusion of the battlefield has necessitated a ‘Mission Command’ approach; leaders and managers agree a required outcome and a rough plan to achieve it, allocate resources and confirm boundaries, then broadly leave their direct reports alone to execute the plan, allowing teams to adapt as risks and opportunities are realised, applying initiative and pushing limits. Trust, flexibility and good communication underpin this way of operating, which can achieve remarkable results. In this dynamic and dislocated scenario, the opposite end of the management spectrum – directed or micro-management – would stifle initiative, decrease agility and undermine all-important trust.
In the current Covid-19 effected business environment, with many working from home and businesses dealing with uncertainty and disruption, it may feel like we are on the metaphoric battlefield and we need to adapt our style. So which managers are thriving which are merely surviving? Those that normally do ok but are struggling with the new normal may need help: Perhaps they find it hard to trust their team once out of sight? Perhaps the team are used to being told exactly how to do something and are not enabled to use their initiative. Perhaps they are conditioned to associate the presence of the boss with full engagement on a task? All these behaviours are barriers to real employee engagement and commitment under normal circumstances and may make the difference between success and failure in these exceptional times. This a great opportunity for businesses and organisations to identify the managers that need more help and set standards of leadership and management that encourages individual initiative, improves engagement and increases agility. Removing the stifling, driving micromanagement style will set bare long-term fruit and allow organisations to emerge from this trying period stronger than ever. How are your managers doing? Do you need to adapt? What have you found effective?
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