Yesterday’s managers find it hard to succeed today. The traditional manager knew what he had to do to succeed: he or she had budgets, projects, people, authority, a boss and some colleagues. Plans and objectives were set a year or more ahead.
Today’s managers often work in a very different environment. A budget is not a fixed plan of income and expenditure. The manager often has more than one boss, is judged on several criteria, has to negotiate for people and other resources, and has to respond to changing objectives and plans.
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The Traditional Manager |
The New Manager |
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My authority is clear, and comes from my position |
I have to earn my authority by success. |
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My boss tells me if I am doing well or badly. |
Many people judge my performance, often against different criteria. |
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Once the plan is set, I can work to achieve it. |
Plans change constantly. |
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My team works for me.
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I have to negotiate for people, internal or external, to deliver the results I am accountable for. |
New managers need new skills
- Managing change
- Negotiating and influencing
- Delivering high levels of service, to internal and external clients
- Motivating individuals and teams
- Managing in a wide range of styles
- Managing a variety of stakeholders