Something we talk about a lot around Management is the application of Discernment, particularly when it pertains to managing vs developing direct reports.
But let’s take a step back.
We all know that Turnover is a business-killer. And even if your direct reports are not quitting en-mass, no one wants to be looked at as the Michael Scott of their workplace. Developing a good rapport with your direct reports is essential to increasing profit margins and making sure that everyone is engaged and achieving their goals.
There are lots of things that you can do from the top down, but how do you make difference in turnover as a manger? Or if you are the owner, how do you make sure that your management team is in fact working *for* you and not against you?
The hidden piece of the management puzzle is Discernment. We often think of discernment as a virtue – a kind of moral characteristic that we all ascribe to cultivate. In the workplace, however, Discernment is more a series of actions and a management strategy than it is a character trait.
Discernment as a manager is the act of deciding when to manage and when to develop. When do you need to step in just get it done, and when do you need to provide resources and training to help your team learn?
The answer is – it depends.
- LEAD
Leading is different from controlling. We don’t argue that control over our circumstances leads to happiness. But leadership is very different from micromanaging. How? Good leaders consider the goals, skill level, satisfaction, and overarching abilities of each member of their group. They are concerned with the big picture, yes. But they understand that making the big picture work involves meeting each team member where they are. Which leads to…
2. DEVELOP
How often do you give an exact directive, and how often do you provide resources for the direct report to learn? This is where discernment really comes into play. Sometimes, the task just needs doing, and a simple directive is in order. Other times (pretty much anytime when you aren’t under a tight deadline), making learning resources available and giving the direct report the freedom to figure out the best method for their learning style leads to more satisfaction and better overall retention for the organization. Why? Remember, when we are learning, we are engaging!
3. INCLUDE
Managing in a style that works for you is only 10% of the battle. To win the war, you need to manage in a style that works for each member of your team. How? Bring them in on it! Inclusive Management is a big term, but it really boils down to engaging your team. Managing inclusively means you as the manger are actively learning different methods of leadership and deliberately studying outlooks that differ from your own. By allowing your direct reports the freedom to express their views and experiences, you create an environment where the entire team is contributing to teaching each other and growing as a unit. These are the types of teams that value their workplace and their contribution to it. This type of learning frees you up, too! When you provide an environment where people want to help each other develop, you have more time for the other parts of your job that need your attention.
Want to learn more? Go back a page and dive into our other blogs! They are chock full of information on preventing turnover and creating a sustainable, profitable work environment.
Interested in training for your managers? Reach out to us today! We specialize in custom programs that make your managers and their direct reports happier and more successful.
Thanks for joining us today, and come back next month for more tips!
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