The Evolution Team Management from Managing to Leading
In recent years, there has been a noticeable shift in the approach to management, particularly in the context of leading teams. Many managers are now moving away from the traditional concept of “managing” teams and embracing the idea of “leading” teams. This shift is driven by the recognition that there is a difference between “managing” and “leading” – while management focuses on tasks and processes, leadership emphasizes building relationships, guiding, and mentoring.
The Changing Dynamics in the Workplace:
The traditional hierarchical relationship between superiors and subordinates, characterized by the notion of “the boss is always right,” is no longer suitable for today’s workplace. Instead, it resembles the relationship between a sports team coach and players.
As a coach, one needs to motivate players on and off the field, train their skills, and devise strategies. Just like a coach cannot play the game on behalf of the players, managers need to “lead” their subordinates rather than doing their work for them.
This emergence of a new type of hierarchical relationship can be attributed to two significant changes.
1. Increase in Living Standards:
With the improvement in living standards, simple material incentives are no longer as effective. Managers often complain about the challenges of managing the younger generation. A report on the preferences of post-90s generation workers revealed that “interest” was ranked first among several factors to consider when choosing a job, followed by “development prospects,” and then “compensation.”
2. Shift Towards Creative Cognitive Work:
Work opportunities are transitioning from repetitive physical labor to creative cognitive work. Repetitive and replaceable physical labor is increasingly being automated through artificial intelligence and large-scale assembly lines. On the other hand, jobs that heavily rely on cognitive work such as analysis, operations, design, and development are becoming mainstream in the workplace. Cognitive work possesses two distinct characteristics:
a. Invisible Process: Unlike work on a production line, the process of cognitive work is not visible. It is challenging to determine whether an employee intensely focused on their computer or smartphone is brainstorming ideas, slacking off, or even engaging in personal activities.
b. Constant Evolution: With the emergence of new technologies and trends, managers need to continuously lead their subordinates to solve new problems. It requires a collaborative evolution with the team rather than simply giving orders for execution.
The Challenges Faced by Managers
Many managers struggle to define their management style effectively. Some may exhibit excessive dominance, leading to constant complaints from subordinates or even resignations. On the other hand, some managers may be overly accommodating, constantly reducing targets and creating a harmonious but unproductive team atmosphere.
Moreover, individuals who excel in technical skills or possess strong business acumen may find it challenging to transition into a managerial role. They may realize that tasks they can complete in three minutes take their subordinates two hours to accomplish with less effective results. This raises questions about whether they should teach their subordinates and how to do so effectively.
Final Thoughts
The shift from “managing” to “leading” teams reflects the changing dynamics in the workplace driven by increased living standards and the transition towards creative cognitive work. To adapt to these changes successfully, managers need to embrace their roles as coaches, focusing on motivating and guiding their teams rather than simply overseeing tasks and processes. This evolution in leadership style is crucial for fostering a productive and engaged workforce in today’s dynamic business environment.
Have a management or leadership issue, question or challenge? Reach out to Mister Sivann’s Newsletter – Mister Sivann & The Answer. on LinkedIn or on blog at sivann.com/blog/
