Time is one resource that managers consistently lack. Balancing the demands of their roles with supervising others is challenging. Navigating bureaucracies, authorising expenses, handling hiring requests, and solving mini-crises further strain their schedules. Weeks can fly by in a blur, and suddenly it’s September, with autumn nights drawing in again. However, despite these pressures, managers can still find moments for meaningful reflection by asking themselves a few critical questions. These questions not only help in navigating daily challenges but also in fostering long-term success.
Question 1: Would I Bring This Person on Board Again?
A key question every manager should reflect on is: Would I bring this person on board again? This question taps into the concept of regret, which can be a powerful tool for re-evaluating decisions. Peter Drucker, the renowned management guru, encouraged executives to reconsider their activities by asking, “If we did not do this already, would we go into it now knowing what we now know?” This approach applies not just to tasks but to people as well. Regularly assessing whether you would hire each team member again can be revealing. If the answer is a resounding “yes,” it’s worth reflecting on what makes these individuals successful. On the other hand, if the answer is “no,” it’s time to consider why. Perhaps some honest feedback is due, or you might need to rethink how to get the best out of them. This question is less about wielding an axe and more about fostering growth and development.
Question 2: How Often Do I Hear Disagreements?
Another crucial question to ponder is: How often do I hear disagreements? This question, inspired by Amy Edmondson, a professor at Harvard Business School, who specialises in psychological safety, challenges managers to assess whether their teams feel safe to voice disagreements. Many managers endorse the idea of fostering an environment where team members can openly disagree. However, reality doesn’t always match this ambition. If robust debates are rare, it could indicate that psychological safety is lacking. Here, it’s important not to mistake the office contrarian’s constant opposition for genuine dissent. True psychological safety means everyone feels comfortable sharing their honest opinions, even if it means disagreeing with higher-ups. Reflecting on this question can help ensure that your team’s environment aligns with your intentions.
Question 3: Which Tasks Should We Automate?
A third question worth asking is: Which tasks should we automate? With the rise of artificial intelligence, rethinking white-collar work is more relevant than ever. However, this question should be a routine consideration for managers. Repetitive tasks, from filling out forms to juggling calendar invites, drain productivity and morale. Identifying and automating these tasks can boost efficiency and engage your staff more effectively. However, automation should be approached thoughtfully. Independent automation by different teams can lead to numerous tech platforms, increasing workloads instead of reducing them. Automation should ideally be coordinated by a central team to ensure it truly enhances productivity rather than adding unnecessary complexity. Even if automation isn’t the solution, exploring this question can uncover other ways to improve workflow.
Question 4: What Is the Turnover Rate for My Team?
Lastly, it’s essential to reflect on the question: What is the turnover rate for my team? While it might seem counterintuitive, “none” isn’t necessarily the best answer. Talent hoarding is a subtle but harmful issue in many organisations. When managers cling to their top performers, they limit those employees’ opportunities for growth and advancement. This behaviour can hurt the organisation by driving away talented individuals and can also backfire on the manager. Recently, J.R. Keller of Cornell University and Kathryn Dlugos, former professor at Pennsylvania State University, conducted a study at a large American health-care organisation. They analysed nearly 100,000 internal applications over a period of five years. They found that managers whose subordinates were more likely to be promoted attracted better candidates for open positions. Therefore, encouraging team members to advance and move on can benefit everyone involved.
Final Reflections
These four critical questions for managers are not exhaustive. However, they serve as a valuable starting point. They provide a chance for managers to pause and reflect amidst their busy schedules. While some challenges may be beyond an individual manager’s control, considering these questions can offer significant benefits. By reflecting on these critical questions, time-pressed leaders can better assess their teams and processes. This reflection aids in navigating role challenges and fostering a more effective, engaged workforce. Regularly addressing these critical questions can lead to improved decision-making and a more successful team overall.
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