These are some skills that, when push comes to shove, a good manager can’t do without. Many of these skills are developed and refined over time rather than being instinctive qualities. More often than not, these are skills that can serve you at any stage of your management career.
How do you get the diversity within a team to flourish? And how do you, as a coach, win as much influence as possible within your organisation? The boundaries of an organisation are becoming less distinct: today’s companies are looking for collaboration and win-win formulas with competitors, customers and suppliers. To maintain a competitive advantage, a balanced relationship is needed with as many stakeholders as possible.
Our way of working has changed: volatile, uncertain, complex and ambiguous - that’s the world we’re all working in. We get out of bed, check our emails, grab breakfast and get in the car. Then we spend an hour or two in traffic before we finally arrive at our workplace. But we don’t give ourselves a chance of handling it if we simply sit behind a desk from 9-5. Instead, we work from anywhere at any time. But in a world where a lot of what we do is not tied to a specific place, does this make sense anymore?
Change is happening all around us and it’s impossible to overlook. Change can be internally motivated or externally motivated. Changes can be anticipated or unexpected − and the change can be minor or a dramatic departure from what we know. But in all cases, the fundamental nature of change is a movement from the current state through a transition state to a future state.
Your line manager interrupts you as you are speaking. Again. You count slowly to ten, thinking: “Obviously, my manager doesn’t value anything I say – and doesn’t care that he/she’s made me look stupid in front of my colleagues.” “Conflict involves emotion. It begins when one person perceives that another is either not meeting a key need of theirs (e.g., the need to be heard) or is actively undermining that person’s interests or needs,” says Barney Jordaan, Vlerick Professor of Management Practice and a specialist in Negotiation, Conflict Management, and Mediation.
Across the world, the gig economy is growing. By 2025, research suggests around 35% of the US population will be working as freelancers or independents. In the EU, these kinds of workers will account for 20% of the workforce. Which means that in the near future, many people won’t be in traditional employment. The trend is powered by a growing desire for flexibility. For individuals, gig working can be a route to a more meaningful worklife, or to prioritize the things that are important to them. For organisations, having access to gig workers means they only have to hire people as and when they need their skills.
The ability to manage conflicts within a team can make all the difference between having a happy, productive team – and one that can barely function. Let’s imagine you’re the manager of a team that’s about to start work on a major new project – and let’s consider the two following scenarios: