Management Styles
By Michael Wilkinson, CMF
Managing Director, Leadership Strategies, Inc.
If you have been managing people for at least a couple of years, you have likely had the experience of managing someone who wanted to be managed differently. It can be quite a challenge when your management style doesn’t match their desired “managed me” style. The results:
- There may have been those who wanted more of your time or those who wanted you to leave them alone.
- There may have been those who wanted you to delegate more to them, and others who felt you overloaded them with tasks.
- And still others who felt you micromanaged, while others felt you didn’t give them enough direction.
Sometimes, leading an organization can feel like a thankless job! And yet, there are important learnings here. Let’s start with the fundamentals. Each of us has a natural management style. Here are three common ones.
Director – Some of us are naturally directors. Our highest desire is for our team members to be clear about what is expected of them. We want our team to know what we desire and how they should go about doing it. We tend to explain to our people a lot, or become upset when we didn’t, because as a result we typically get a less than preferred outcome.
As an example, assume a Director was meeting with a direct report in a conference room, and there was a loud conversation being held right outside the closed door. The director might say, “That noise is disturbing our meeting. Would you go out there, let them know we are meeting and if they can quiet the noise that would be great. If they can’t, ask them if they wouldn’t mind going some place else to talk?
Coach – Some of us are natural coaches. Our highest desire is to help people realize their potential. We enjoy sitting down with people and engaging them in conversation that help them learn what to do and how to do it. We enjoy teaching others and watching them take on higher levels of responsibility.
Going back to the example, a Coach might say, “The noise is disturbing our meeting. What do you think we should do?” The coach would then help the team member formulate a plan of action.
Delegator – Some of us naturally delegate to others. Our highest desire is to let people use their expertise to get the job done. Delegators generally do not require a specific outcome. Instead, they tend to trust that their team members will get the job done in a suitable timeframe with a suitable outcome.
In the example, a Director might say, “The noise is disturbing our meeting.” The team member might say, “I’ll take care of it.” And that would be the end of the conversation!
While each of us has a natural management style, our role as leaders is to apply the style that is most appropriate for the team member, not for us.
- Question: When should you direct? When there is inadequate experience, or lack of trust in the ability to accomplish the task.
- Question: When should you coach? When there is plenty of time and when you are grooming for a higher position.
- Question: When should you delegate? When there is considerable experience and trust in the ability to accomplish the task.
Unfortunately, as leaders there are two common mistakes we make in applying management styles. Avoid these situations if possible.
- Question: What happens if you direct someone for whom delegation is more appropriate? They become frustrated!
- Question: What happens if you delegate to someone for whom directing is more appropriate? You become frustrated!
Both these cases are examples of mismanagement. We as leaders are applying the wrong management style to the individual. To avoid this, consider listing your team members and deciding which management style is most appropriate for each.
You can learn more powerful leadership approaches through our course, From Management to Leadership.
Michael Wilkinson is the Managing Director of Leadership Strategies – The Facilitation Company and author of The Secrets of Facilitation and The Secrets to Masterful Meetings. He is a Certified Master Facilitator and a much sought after leadership trainer and facilitator.
