Duty calls, and we eagerly respond.
I am feeling the need to take a little blog-writing tour, a brief tour of duty through what we refer to as Key Concept 4: The Role of the Manager Reconstructed (ROMR). It will be a ‘why we do what we do’ kind of tour.
It’s a “little” tour in the grand scheme of what we cover here at Managing with Aloha Central, with our 19 values and 9 key concepts altogether, but whether you’re a manager or the one managed, it can be big in its significance for you.
There have been a series of happenings lately which have re-impressed upon me the importance of ROMR, which in short, calls for a reconstruction of the manager’s role in most organizations today, so the managers that reconstruction will affect can do a far better job (Give Managers their Chance to Excel), and a job they find to be much more satisfying and rewarding for them as well. Management is hard enough as it is, without the dysfunctional conventions of organizational structure getting in the way.
I’ll share a quick trio of those “happenings.”
— A conversation with an HR Director who stated, quite emphatically, that “All my colleagues [in HR] agree: Good managers are so hard to find these days.” She was so confident about the accuracy of her statement. Scary. Apparently, my dear Alaka‘i Manager, you are valued at a premium!
— Another conversation with a very frustrated founder/owner/boss who rhetorically asked, as he whined and complained about it, “Why don’t managers understand the basics of what their job is all about in the first place?” After listening to him for a while, I felt compelled to give him some gentle coaching on how he directly affected his managers basic understanding of “what their job is all about in the first place.”
— Seth Godin published a blog post which is getting a LOT of attention, called, “Memo to the Modern COO.” In it, he states that there should be 2 objectives of the job of the post-industrial chief operating officer today; increase alignment, and decrease fear. I agree with him, and I love those objectives, however Godin excels in thought provocation, and there’s more to it than that. How many managers, now tweeting it, and Facebook updating it, and LinkedIn to his blog post, will actually dig into it tangibly, own it in their current circle of influence, and do something practical and useful about it? How many managers will read what he suggests, immediately apply it, and then get better at it?
We will. ALOHA, ALAKA‘I and HO‘OHANOHANO are our values. They are our Why, and they are our How-to as we consistently “increase alignment” through values-based management, for Managing with Aloha is our Ethos, and increasing value alignment is our specialty.
Our objective is a personal and professional goal.
When I write this blog, I imagine writing to just one person — you.
The reality of business today (and hasn’t it always been this way?) is that managers must create their own destiny instead of waiting for some founder, owner, boss, HR Director or other team leader to do so for them. Those people are likely to have expectations for you, but giving life to those expectations is all on you, and there is ample room for your distinctive signature. As Alaka‘i Managers know, we call it Ho‘ohana.
It’s a win-win: The ROLE you create for yourself, is a source of your energy, and it empowers the destiny you create.
I implore those other people in leadership-by-title positions to help, and to support you, but managers have to lead the way in the ROMR reinvention we call for — you have to do it for yourself, and demonstrate how it’s done, and why it works.
And I know you can do this. You are much more capable than you think you are, and need not wait for any boss to tell you it’s okay, or hold your hand. And waiting is not an option when the people you manage depend on you.
And so our tour for best duty begins.
Our stops along the way will be fresh ROMR article updates here on the MWA blog, and I’m announcing this to you before I’ve finished writing them, so I can’t tell you how many there are yet… we’ll work our way through them together, okay?
There will be ROMR archive stops too, including ones pulled from our storied history archived at TalkingStory.org: Catch them at the end of each new article I post (as related reading links) or follow the updates on MWA’s LinkedIn page if that’s one of your social media dwellings.
If you are new to Managing with Aloha, and to this blog, or if you want a little preview of what’s to come, start here: Role Reconstruction: Design your Sweet Spot as Manager.
Check out my New Here? page for a broader overview.
If there’s a stop you want to take on the tour, an issue you’ve thought about, or struggle with, in reconstructing your own role as manager, comment below or write to me privately and let me know so I can fit it in.
Thank you for being here, and mahalo nui loa for your own why in learning to be an Alaka‘i Manager who lives, works, manages, and leads with Aloha.
We Ho‘ohana Kākou,
Key 4. THE ROLE OF THE MANAGER RECONSTRUCTED:
Managers must own workplace engagement and be comfortable with facilitating change, creative innovation, and development of the human asset. The “reconstruction” we require in Managing with Aloha is so this expectation of the Alaka‘i Manager is both reasonable and possible, and so they can channel human energies as our most important resource, they themselves having the time, energy, and support needed in doing so. Convention may work against us, where historically, people have become managers for reasons other than the right one: Managing is their calling. A new role for managers must be explicitly valued by the entire organization as critically important to their better success: Managers can then have ‘personal bandwidth’ for assuming a newly reinvented role, one which delivers better results both personally and professionally, and in their stewardship of the workplace culture.