Mikhail Yuryev, one of the broadcasters of Glavradio on Vesti FM
I often start my coaching sessions with the question “And why, colleagues, does the Manager get a salary?. There are always a lot of options, enough for a flipchart sheet. For example:
- «For the fulfillment of tasks assigned from above»
- «Managing Your Employees»
- «For the implementation of the financial sales plan»
- «For the achievement of goals and KPIs.»
And many more options.
Basically everything is correct, right?
And something very important is missing, is there such a feeling?
I will offer this option.
The manager receives the RFP for: Achievement. Result. Others. Hands.
Just remember: DRDR.
Important: there must be a result — one, the result must be achieved by the efforts of employees — two. Otherwise: the leader is not effective — once (if the result is not achieved), and it was not the leader — two (if he worked, and not his employees).
As a rule, a typical mistake is precisely in the inability / unwillingness to delegate, that is, to do the work with other hands. Especially if the Head «grew» from specialists, and he is drawn to do his favorite and well-known business himself.
Let me reiterate the main point: The job of a leader is to leadi.e. manage the process. In this sense, it is harmful for him to be a specialist.
Remember, yes, from one of the trainings of Nikolai Ivanovich? — «How to make the best amphibious tank in the world? I need the best tank armor specialist in the world. The world’s best specialist in tank guns. The world’s best airbag specialist. I gather these people in one place, organize their work. The result is the world’s best amphibious tank.»
A similar example is about Lavrenty Beria. He is called the best manager of the twentieth century.
Tellingly, not for the management of state security agencies.
Let me remind you that he was the «father» of the USSR nuclear project.
And, by the way, he was not a brilliant nuclear physicist. He was a good leader.
And as a continuation of the thesis, the next step. Leadership is not a job, it’s a job. Which also needs to be learned. Did the person study the main specialty in which he works (university or in the employer itself in one form or another)? It is also important to study and constantly improve managerial qualifications. For the profession of Leader does not forgive ignorance.
And by the way, in this sense a professional Manager does not have to be a specialist in the industry in which he is. it works. This, of course, will not be superfluous, in terms of understanding the market and connections. But — optional.
In support of the thesis, there are a huge number of cases of transition of top managers from one company and industry to another. And — their successful results.
Short:
1. The manager receives a salary for achieving the result with other hands
2. Leadership is a profession. It is important to constantly improve your managerial skills
So, dear reader-leader, here’s to you questions for thought:
1. What do you think you get paid for? Does this coincide with the concept of DRDR?
2. Do you work alone or manage? If more by yourself, then what will you do with it and in what time frame?
3. How good are you in the Leadership profession? What competencies need to be developed? When will you start?
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