What type of manager do you see yourself as? Are you the one who effectively guides their team to success and accepts recognition for achievements, yet shies away from accountability in times of failure? Or do you lean towards being the manager who stays in the background, solely focusing on receiving a salary? This question holds great importance, given that I have encountered a diverse range of management approaches throughout my experiences in the US Army and the corporate world.
Collect the Reward, pass the blame
In essence, I am describing a manager who drives their team to excel on projects. When the project achieves success and the executives commend the manager, they eagerly accept the accolades and express gratitude for acknowledging their hard work. This manager then adds this accomplishment to their list of achievements, enhancing their resume and consistently touting their leadership abilities and managerial skills to all those under their charge.
However, when the project inevitably fails, goes over budget, or falls behind schedule, the manager will swiftly identify one or more team members as the cause of the failure to complete the project on time and within budget. They will criticize the team for their shortcomings and, in extreme cases, may even replace one or more team members due to their subpar performance. No justifications will be accepted, and the manager will inform their superiors of the steps taken to rectify the situation and enhance the team’s performance.
Manage from the shadows
This type of manager fulfills the basic requirements of their role without striving to excel within the leadership group or team. They delegate projects and their corresponding tasks to team leads or individual members, without actively taking ownership or leading the project to completion. It seems they enjoy the title of manager without fully embracing the responsibilities that come with it. While the title and role may seem synonymous, the distinction between holding the title of “manager” and effectively performing the duties of a manager is significant and complex, deserving of further discussion in a future article.
While this manager may not be detrimental to the team like the previously mentioned style, they are also not making a positive impact. They simply meet the basic requirements of their role without excelling or earning the respect of their team. While they may be considered dependable by upper management, they are unlikely to be entrusted with high-profile projects. Their lackluster performance could potentially hinder the career growth of the team, as leadership may judge the team’s success based on the manager’s performance.
My Style is Born
I want to clarify that my management style may not be the ideal fit for everyone. It has evolved through my experiences with various supervisors in both military and corporate settings. I have chosen to integrate aspects of their approaches that resonated with me, while omitting those that did not align with my own values and beliefs.
Reflecting on my previous statement about the managers I have worked under, I am reminded of one particular individual who truly left a lasting impact on me. During my time assigned to the 93rd Signal Brigade at Fort Gordon, Georgia in 2000, I was a part of the information systems group under the leadership of Captain Pinkston, one of the three Captains overseeing the section.
During an off-site training session, we were prompted to introduce ourselves. When it was my turn, I confidently stood up, stated my name, rank, and position within the unit, and proudly declared, “I work for Captain Pinkston.” During our first break, Captain Pinkston pulled me to the side and said “I don’t ever want to hear you say you work for me. We work together as you know more about this stuff than I do, I just use my rank to give you the tools to get things done” This one interaction is how my style came about.
So, what is this style you speak of?
I strive to be a manager who supports and empowers my team, inspired by my interaction with Captain Pinkston. I make it a priority to provide my team with the necessary tools for success and I am always willing to jump in and assist when needed. Leading a development team with over a decade of experience, I am capable of coding at a high level and continuously strive to improve my skills to remain competitive in the field. I not only direct the team on projects, but if needed, I can step in and code as well. This, I believe, has earned the respect of my team.
As a senior leader in my position, I see myself as the protector of my team. Those who have collaborated with me are aware that I will stand up for them in front of our superiors, take responsibility when things go wrong, and never shift blame onto my team members. However, it is also understood that I hold each team member, including myself, accountable for our actions. I firmly believe in the principle of “the buck stops here” during senior leadership meetings.
In my role as a manager, my main responsibility is to support my team in achieving their goals by providing them with the essential resources, aiding them in their professional development, and ensuring they are acknowledged for their dedication and efforts. I believe that their success directly reflects my own success, and I am not merely stating this to boast about being an exceptional leader. I acknowledge that I have faltered in the past by not always being able to guide team members to success, and I take full accountability for those shortcomings, striving to learn from them and continuously improve.
Hope this helps
I trust that this information will assist managers, team leaders, or anyone else responsible for managing people in developing their own unique leadership style. It is important for us as leaders to strive towards enhancing the well-being of those whom we have the privilege to lead. Have you come across any other leadership styles? If so, please feel free to share as I am keen on learning from others’ experiences.