Leadership Skills You Need to Be a Manager

If your professional role involves organising and motivating other people, then you’ll need to draw upon a particular set of skills. If you’re missing just one or two of them, you might find that you aren’t able to achieve the same results that you would have had you spent a bit of time on self-improvement.Paying for leadership development services might provide you with a shortcut to these skills – but what, exactly, are they? And why are they so crucial?


Obviously, you’ll need to get clear messages across to your team. Those messages will need to be simple enough to be understood while still expressing your intended meaning. Ideally, you’ll want to be approachable and receptive to feedback, too. By building trust with your team, you’ll ensure that they feel comfortable offering said feedback.


If you’re the sort of person who shirks responsibility, then it’s unlikely that you’ll make a good manager. The ability to analyse and own up to the mistakes that you make is critical in building the aforementioned trust, and in fostering a culture of responsibility.


A common mistake among new managers is that they continue to do the work that they did before, rather than getting others to do it. This defeats the primary purpose of being a manager – though it might help to set the right example during busy periods when all hands are needed on deck.


Getting a team organised will make it far more effective. An effective manager will do this by working out where the strengths and weaknesses of various members of staff lie, and allocating work accordingly. To thrive in a management role also requires organising your own time, as you’ll have a variety of obligations to meet, including training sessions and meetings.


Getting all of your staff pointed in the right direction through clear instructions is one thing – but actually getting them enthused about the work they’ll be performing is another. The right incentive structure can work wonders, while the wrong one can work against you.


Being able to empathise with your underlings will allow you to intuit where things aren’t working as they should. If you regard them as objects, then you might miss out on crucial cues which might help you to address the situation and thereby reduce staff turnover. Of course, this doesn’t mean that naturally non-empathetic people can’t make good managers, it just means that they’ll need to device systems which encourage staff to voice grievances and come forward when something is wrong.

Building a good relationship with your staff is something that takes time and consistency. Send the right messages, set clear boundaries, and analyse your own performance – and management becomes much easier!

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