The third report in the Engaging Manager series explores how engaging managers deal with difficult situations at work – situations which most managers dread and hope will never happen. These include managing poor performance, tackling unacceptable behaviour, and breaking bad news to individuals or the team.
The engaging manager and sticky situationsThe third report in the Engaging Manager series explores how engaging managers deal with difficult situations at work – situations which most managers dread and hope will never happen. These include managing poor performance, tackling unacceptable behaviour, and breaking bad news to individuals or the team. Our research revealed that engaging managers are particularly good at dealing with such knotty problems. They tackle them quickly rather than letting things fester, and work hard to identify the causes and support people to improve. Their engaging, coaching style often succeeds – but if all their efforts fail, they do not fight shy of taking people through formal procedures, including dismissal if necessary. Typically, their teams appreciate this firm stance and are pleased that under-performers and disruptive people are tackled authoritatively. The report ends by offering practical, evidence-based guidance to managers about the best way to approach ‘sticky situations’.
This fourth and final report explores the engaging manager as a developer, drawing on in-depth discussions with the managers themselves, their own managers, and their teams. We also draw on findings from our earlier research into Managers as Developers of Others.
Engaging managers have had very different experiences of formal personal development, ranging from practically none to considerable investment in internal and external leadership programmes. However, they all have a development focus when it comes to managing their teams. Typically, they manage performance very well, and in doing so understand the different development needs of individuals within the team. They adopt a coaching style, and will look for opportunities for team members, or the team as a whole, to shine. This might be an opportunity to gain a place on a talent programme, or to become involved in a special project or secondment, or simply to try out something different. The report gives some practical advice to managers who would like to improve their development focus.
This report is part of The Engaging Manager Series. Each short report in the Engaging Manager Series explores different aspects of engaging management. This report explores how engaging managers deal with difficult situations at work. These include managing poor performance, tackling unacceptable behaviour, and breaking bad news to individuals or the team.
This report explores the engaging manager as a developer, drawing on in-depth discussions with the managers themselves, their own managers, and their teams. We also draw on findings from our earlier research into Managers as Developers of Others.
