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The Contingent Manager

October 31, 2008 | Author: PM Hut | Filed under: Leadership, Management, People Issues

The Contingent Manager
By Ben Carlsen

Which is better theory X or Theory Y? Is it best to practice a participative management style or a directive one? Should you use an empowering approach or a controlling one? Well, the answer is, it all depends.

What if you were able to match your management style with the demands of each situation? Would you be a more effective manager? To be able to switch your approach to meet changing requirements and priorities.

Successful Management

Successful management requires flexibility, adroitness, intelligence, and an understanding of the situation.

Some experts argue that a “steady hand” is what is needed during turbulent times. But often the” steady as she goes” approach won’t work. What may be required is immediate, bold and decisive action, not the inclusive, participative, time-consuming, employee buy-in, strategies which may work so well under normal circumstances.

Whenever we lock ourselves int a “one best way” approach, as espoused by Frederick Taylor for line employees during the “Scientific Management” era, it won’t work well, or it won’t work well for long.

Management is an art, not a science and formula approaches are doomed to failure. What is required is the flexibility to modify approaches as required by the exigencies at hand.

The Contingent Manager

Warren Bennis may be the most highly regarded expert of our time in the field of leadership. Bennis believes that leaders are “made not born. In “Leaders: The Strategies for Taking Charge” he identifies four essential competencies:

  • Forming a Vision
  • Communication of that vision
  • Building Trust
  • Searching for self-knowledge

Although Bennis’ research and theories differentiate between leaders and managers, I would argue that similar qualities may be required for success in each job. The most effective managers have superior communication skills, nurture trust in the workplace, and have developed a decent understanding of themselves. These seem to be requisite strengths for success. As for Vision formation, the manager generally has a role or input to the process, and even if not, the manager must interpret and convey the Vision to subordinates. Often the success of the entire entity depends on the adroitness with which the manager(s) handle(s) this responsibility. While it is clear that leaders emphasize the visionary, planning, and external environments, while managers do less of this, a comparison can be made. And, since good leaders engage in succession planning they would be wise to nurture these skills in their trusted and valued managers, as an investment in the future of their organization.

Contingent managers will not practice their craft by rote, instead the will endeavor to develop the abilities required for top leadership roles. This means that they will have to adapt and change.

Advice for Aspiring Managers and Leaders

Here are some tips:

  • Practice the competencies that top leaders have
  • Envision yourself at least one level above your current position and act accordingly
  • Learn from your experience and contact with top leaders
  • Emulate their qualities that you admire or find useful
  • Spend time getting to “know yourself;” identify your strengths, and more importantly, your weaknesses
  • Don’t get stuck in a single style; try using different approaches
  • Determine which approaches work best in specific situations
  • Work on understanding yourself so that you know and understand your proclivities
  • Assume additional responsibilities especially those tasks with high visibility
  • Remember to be flexible, malleable, and adaptable; flexibility and adaptability are keys to success and progress
  • Learn from your mistakes, and don’t be afraid to make them

The most successful managers are on the track to leadership roles. It is essential to be a “contingent manager,” one who can make the best of any situation or circumstance. One who adapts to new demands and is a constant learner. Forget the “one best way” path to management and leadership, if it ever worked, it is not applicable to today’s unpredictable and demanding work environment.

Ben A. Carlsen, Ed.D, MBA, is an experienced CEO and manager. Dr. Carlsen has over 30 years experience in management, consulting, and teaching. Currently the Head of the Business Department at Everest Institute, Hialeah, FL., he was Chairman of the Los Angeles County Productivity Managers Network and President of the Association for Systems Management (So. Calif. Chapter). Additional information can be obtained at http://drben.info

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