The ideal manager of the 21st century

THE IDEAL MANAGER OF THE 21^ST CENTURY

The world of work has changed dramatically over the past decade. Companies are more global and employee groups more diverse than ever before. Organizational structures are less hierarchical and more collaborative. And today’s networked offices are full of technological distractions that would have been unimaginable to the 21th-century manager.

An excellent manager taps into talents and resources in order to support and bring out the best in others. An outstanding manager evokes possibility in others. 

1. Creativity 

Creativity is what separates competence from excellence. Creativity is the spark that propels projects forward and that captures peoples' attention. Creativity is the ingredient that pulls the different pieces together into a cohesive whole, adding zest and appeal in the process. 

2. Structure 

The context and structure we work within always have a set of parameters, limitations and guidelines. A stellar manager knows how to work within the structure and not let the structure impinge upon the process or the project. An ideal manager should know the structure intimately, so as to guide others to effectively work within the given parameters. He should do this to expand beyond the boundaries. 

3. Intuition 

Intuition is the capacity of knowing without the use of rational processes; it's the cornerstone of emotional intelligence. People with keen insight are often able to sense what others are feeling and thinking; consequently, they're able to respond perfectly to another through their deeper understanding. The stronger one's intuition, the stronger manager one will be. 

4. Knowledge 

A thorough knowledge base is essential. The knowledge base must be so ingrained and integrated into their being that they become transparent, focusing on the employee and what s/he needs to learn, versus focusing on the knowledge base. The excellent manager lives from a knowledge base, without having to draw attention to it. 

5. Commitment 

A manager is committed to the success of the project and of all team members. S/he holds the vision for the collective team and moves the team closer to the end result. It's the manager's commitment that pulls the team forward during trying times. 

6. Being Human 

Employees value leaders who are human and who don't hide behind their authority. The best leaders are those who aren't afraid to be themselves. Managers who respect and connect with others on a human level inspire great loyalty. 

7. Versatility 

Flexibility and versatility are valuable qualities in a manager. Beneath the flexibility and versatility is an ability to be both non-reactive and not attached to how things have to be. Versatility implies an openness, this openness allows the leader to quickly change on a dime when necessary. Flexibility and versatility are the pathways to speedy responsiveness. 

8. Lightness 

A stellar manager doesn't just produce outstanding results; s/he has fun in the process. Lightness doesn't impede results but rather, helps to move the team forward. Lightness complements the seriousness of the task at hand as well as the resolve of the team, therefore contributing to strong team results and retention. 

9. Discipline/Focus 

Discipline is the ability to choose and live from what one pays attention to. Discipline as self-mastery can be exhilarating. One should role model the ability to live from his/her intention consistently and he’ll role model an important leadership quality. 

10. Big Picture, Small Actions 

Excellent managers see the big picture concurrent with managing the details. Small actions lead to the big picture; the excellent manager is skillful at doing both: think big while also paying attention to the details.

It is necessary to remember, that the really quality managers, those with a reputation for demanding but fair management and successful execution, accomplish this through a series of proven steps. These are management skills and techniques and some come to them easier than others.

No matter. The skills and characteristics for successful management can be learned and even mastered. So what are the most important?

The ideal manager has a set of principles and a core vision about how they manage people.

• They are firm, fair and just while demanding high standards of performance.
• They work to get to know each employee in their business unit.  They seek out an understanding of their unique traits and abilities.
• The ideal manager communicates clearly, effectively and regularly.
• They influence those around them to buy-into the vision and mission of the work group.
• These managers delegate assignments and projects with very clear direction. Their delegation-communications are clear, specific, organized and visual as well as verbal.

They approach the job of getting things done through others in a very professional and dedicated fashion. They inspire confidence, not because they are some gifted motivator but because they are dedicated to the success and well-being of each person on their team. People can clearly sense the reality of their commitment. They literally feel the manager’s genuine interest and engagement. The employees on the team just know it. The magic is in the inclusive nature of how they manage.

The outstanding managers, people we easily describe as ideal, come in all shapes, sizes and characteristics. That said, they all practice their craft with the core competencies just described. While each ideal manager is different, the people under them know it when they see it. Every aspiring or veteran manager can move along the journey of “ideal manager.”  

Thus, what characteristics the ideal manager of the 21^st century should possess.

First, the ideal manager of the 21^st century should be good at dealing with and coordinating various kinds of relationships. Managers as the top link between leaders and subordinates must both handle and coordinate well the relationship between top leadership and subordinate relationships, so in order to ensure the stability of the organization.

Second, he/she should know how to delegate. A proverb says: “Sometimes a foot may prove short while an inch may prove long”. Everyone has strengths and weaknesses. How to make the right people stand in right positions, best use of the advantages and bypass the disadvantages, maximize individual ability and also maximize the benefits for the company is regarded as a science of management.

Third, an ideal manager should have a good personal charisma. A moral and cultures manager, can empathy, understand the difficulties of staff, in a timely manner to help employees solve problems, promote the staff rapid growth will be always very popular with employees.

Forth, an ideal manager should keep learning. Managers should not only convince staff by morality, but also convince staff by ability. The rapid development of high-tech, competition is mow and more fierce increasing, managers must continually learn new knowledge, constant pursuit of progress, in order to keep pace.

Fifth, he/she should have a keen sense of smell, have a very good looking. Business is war, business is changing, the manager must have strong powers of observation and common sense, establishing the company’s direction to develop the company’s long-term and short-term strategic development goals.

The following skills also best characterize the ideal manager of the 21^st century.

• The ideal manager leads by example. They recognize that simply directing or telling will only get short term results at best.
• The ideal manager sets goals with the team in mind. Forcing team members to achieve the unachievable will only cause demotivation and negativity.
• The ideal manager chooses the best style to adopt in the right situation. They choose to direct when in crises, coach when they want to add a challenge, support when necessary and delegate when the right person needs it.
• The ideal manager creates the environment for his team to motivate themselves. They recognize it is impossible to motivate another person if that person chooses not to be motivated
• The ideal manager chooses the best time, place and manner for feedback, recognizing that not only is the quality of feedback instrumental in driving performance, but also the feedback is a necessary and influential part of the whole communication process between themselves and their team members
• The ideal manager knows the best way to communicate with their team members. They don’t treat all team members the same but recognize that each one is influenced by the style the manager chooses to adopt in dealings with them
• The ideal manager is inspirational in the way they deal with clients, suppliers, colleagues and their boss. They identify how to deal with every situation in the most effective way and create examples for everyone else to follow.
• The ideal manager knows specifically how to reward and recognize every team members’ contribution to the team effort, and uses every chance to use those reward mechanisms to inspire their team to greater achievements.
• The ideal manager knows that personal development is the key to improving their managerial opportunities, so they consistently and continually look out for ways to improve themselves. At the same time, they model the way they feel their team members can drive their careers forward, sharing examples of how others have inspired them.

In short, in the 21^st century to become a great manager, just possessing the ability to achieve the above points is not enough, however, not having these advantages will make it impossible to become a great manager.