Managers are asked to do more coordinating, more explaining and more deciding with incomplete information than they were five years ago. These five skills come up in almost every needs assessment we run.
Managers are asked to do more coordinating, more explaining and more deciding with incomplete information than they were five years ago. These five skills come up in almost every needs assessment we run.
1. Precise communication
Most delivery problems are not capability problems — they are clarity problems. Managers who write and speak precisely spend far less time correcting course.
Most delivery problems are not capability problems — they are clarity problems. Managers who write and speak precisely spend far less time correcting course.
2. Decision-making with data
Not statistics for their own sake, but the habit of asking what evidence would change the decision, and then going to find it.
Not statistics for their own sake, but the habit of asking what evidence would change the decision, and then going to find it.
3. Feedback as routine
Feedback saved for annual reviews arrives too late to be useful. Short, frequent and specific beats thorough and rare.
Feedback saved for annual reviews arrives too late to be useful. Short, frequent and specific beats thorough and rare.
4. Delegation that transfers ownership
Delegating a task without delegating the decision keeps the manager as the bottleneck and the team as executors.
Delegating a task without delegating the decision keeps the manager as the bottleneck and the team as executors.
5. Working with new technology
Managers do not need to build systems, but they do need to judge where a tool genuinely removes work and where it just moves it.
Managers do not need to build systems, but they do need to judge where a tool genuinely removes work and where it just moves it.
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