Improve Your Management Performance by Establishing Your Relevance

Traditional Management Practice

As a manager, whenever you take on a new management role, either internally or externally, you apply the totality of your learned management practices from previous experiences. The rational is simple, the totality of your learned management practices, developed over time, has formed the basis for your success, so you see no basis for change. With this kind of thinking, there are often many management practices being ignored that may be able to improve your current practices even further. Discovering these missing practices will establish management relevance.

executive_management_tipsTraditional vs. Relevance Based Management Practices

The best way to illustrate the application of relevance to your management practice, is to consider it from the mind-set of your subordinates. The fundamental assumption is that your learned management practice has advanced you to where you are on the corporate ladder, thus the application of the same management practices will yield the same positive outcomes. This results in subordinates conforming to your management style and practices, in much the same way as your previous assignments. The key is that subordinates are conforming to, rather than embracing your practice of management, along with the associated expectations.

In contrast, a manager who embraces the process of relevance to their practice of management develops subordinates who become personally invested in his or her success, which results in behavior reflective of personal investment in the manager’s success. The result is an incremental improvement in your overall success as a manager based upon personal investment by your subordinates. Stated more directly, your subordinates establish personal “skin in the game” to ensure your success as a manager. This attitudinal adjustment will almost certainly improve your overall team’s performance.

Achieving Relevance-Based Management Practice

At the core of relevance based management is the tailoring of established management practice to fit the uniqueness of the team being managed. Traditional management practice is reflective of talking “to” vs. talking “with” subordinates.

At its core is a focus on observation of the unique cultural constructs of the team you are managing. While quite possibly taking over management of a team within the same company, or new one, each has its own sub-cultural constructs and practices based upon their lived experiences. Understanding the uniqueness of your team’s frame of reference is key to establishing management relevance.

Upon taking over management of a new team either in your current position, or a new one, take the time to meet with each of your subordinates and listen to their individual lived experiences, as well inquire as to their views of what makes their current team effective or alternatively lacking in effectiveness. Listening before acting reflects your personal interest in them as a subordinate, personally considering their views on maximizing team effectiveness, as well as allowing you as a manager to become relevant to them as a person who cares based upon your willingness to listen before acting.

Having taken the time to listen before acting, this enables you to apply you’re learned management practices within the construct of the uniqueness of your team. As you apply your learned management practices, you can relate them to what you have heard from your subordinates in a way which makes you relevant to your team. In this process relevance is established through having taken the time to first listen to your team, and then subsequently apply your learned management practices in a manner that relates to your subordinates as individuals and as a team. By applying learned management practices, tailored to the uniqueness of your team, you’ve relevance and personal buy-in from your team members. The net result is a team which has personal investment in your success, at both the individual, and team level which will surely result in a more positive overall management outcome than traditional management practice.

Complimentary TweetChat Transcript: Becoming a Better Leader

Some of the questions asked included:

- What qualities and behaviors do you believe define a good leader?
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About the author

BlueSteps Executive Guest Writer

Alan RoyalAlan Royal has led large and complex IT and operations functions – as Chief Information Officer and, often in parallel, Chief Operations Officer – to deliver complex global projects across borders for companies like New York Life, AIG, and Manulife. He was the first foreigner ever appointed as an executive officer of a Vietnam State Owned Company, and in this role led the IT Transformation of the State Owned Financial Service Conglomerate Bao Viet Holdings. He collaborated with McQuarie University, Australia, to create an innovative set of management practices enabling better assimilation and performance of executives in trans-national companies sent to emerging markets. He is a regular contributor to BlueSteps’ Executive Career Insider, as well as Meettheboss.tv; and was featured in Harvard Business Review Online. Find out more: www.alanroyal.com.

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