Best and Brightest Often Overlooked in Corporate Dynamics By Sarah Banda Purvis, Ph.D. Opinions seem to vary regarding the definition of good management. Some will say it is a matter of gathering and procuring the tools and resources necessary for subordinates to do their jobs. Others might claim good management is providing workers with opportunities for advancement. A few will argue it means avoiding lay-offs within the employee ranks, and still others may contend the number of direct reports reflects outstanding management. Suffice to say, a range of views exist about what sort of managerial style and practices are superior or work best in business organizations. On the other hand, more consensual perspectives tend to prevail when defining inept management. For example, a top 10 list of bad management habits might include: Acting elitist or condescending when interacting with employees Thinking of oneself as all-knowing Taking credit for employees' good work and distancing oneself from problem situations Making oneself inaccessible Treating in a cavalier manner any administrative responsibilities that affect employees Displaying professional, ethnic and/or gender biases Using sexual innuendoes and off-color remarks Routinely shifting disdainful responsibilities to underlings Sharing information on a "need-to-know" basis Treating employees like possessions Although it might be easy to identify bad managerial practices while difficult to reach consensus on the definition of good management, one thing is for certain. Managing a work setting effectively is a multi-dimensional, energy-consuming and often under-appreciated responsibility. Effective management entails "perks" as well as pains; and some of those pains involve motivating employees with varying interests and agendas while satisfying the demands of often out-of-touch, senior-level executives. It appears to be a two-sided quandary. Solid management skills seem to rely on an individual's abilities to observe, listen and interact. They reflect the notion that a boss' focus should be to guide rather than to overly indulge in the privileges of rank. You probably will not encounter them often, but once in a while you may chance upon a few managers who have taken time to identify their employees' skills, learn about their previous job experiences, discern how they carry out their job responsibilities and talk with them about their personal and professional interests. These rather distinctive bosses are far from know-it-alls. They recognize one learns little by doing all of the talking and realize the executive who makes an effort to individually seek out information avoids being insulated from that which is external to the managerial ranks. Such managers aim to answer questions like: * What makes these employees productive? * What motivates them? * What are their aspirations? * What sorts of previous experiences do they have that can be applied to their current jobs or their next jobs? * What keeps them content and committed? The rarest of managers are likely to have developed realistic rules to which employees can adhere without an insurmountable degree of difficulty. Their objectives are to help employees get work done rather than to hinder them. Such bosses always bring closure to their commitments. They never use the excuse of being too busy to follow through with responsibilities. Also, they do not differentiate when it comes to fulfilling obligations and tend to weigh their commitments to employees and higher-level executives somewhat equally. Genuine managers understand their success is dependent upon maintaining a healthy work environment. They continually monitor work settings, and customarily give feedback as well as listen to employees' comments and reactions. They do not wait until quarterly or annual performance reviews to discuss problems or award kudos. Rather, on a timely basis, they recognize employees who give 100% as well as those who extend an extra effort. At the same time, they approach staff members who may not be carrying their load or under-performing. These bosses tend to identify, document and confront difficult individuals and situations professionally and promptly. They are well aware that problem employees and disruptive settings seem to affect productive workers as well. Such managers appear natural in their dealings with workers and function without much pageantry. They do not need to be the center of attention, act elitist or bully to display authority. They consider overt self-promotion a waste of energy and do not focus on an individual's rank or title. If these bosses make mistakes, they seem to readily admit it and quickly act to correct the situation. Taking credit for the work of others is foreign to them, and they do not use an employee's talents for their own gain. They continually work to secure for their direct reports the resources they need to do their jobs. When other career opportunities surface for workers, they do not hold them back waiting to see what they can get in a trade. They also tend to be "hands-on" managers and avoid over-delegating to underlings. They have vivid memories of what life was like at the bottom of the "food chain" when they started their careers, and, thus, encourage employees to concentrate on assigned roles rather than burdening them with delegated tasks. Encountering such practical and unpretentious managers can be a refreshing and edifying experience. However, it takes some effort to seek out these bosses within a business organization since they usually are not in the more visible senior ranks. They often appear to be overlooked when promotions are handed out. Their priority is to manage rather than to advance any personal agendas and their behaviors are based on commitment and substance rather than "perks" and promotions. Not being at the apex of the organizational pyramid, though, does not denigrate their managerial talents. After all, the best and the brightest are never guaranteed recognition in the highly political realm of Corporate America. Portions of the above have been excerpted from an unpublished manuscript about managerial behaviors the author is in the process of developing. Also see: • Dealing with difficult people • Why women don't help other women ABOUT THE AUTHOR: Dr. Sarah Banda Purvis' credentials include two decades of managerial experience with two different Fortune 500 companies headquartered in the United States. When Dr. Purvis reflects upon her 20-year work experience in Corporate America, she describes it as an enlightening journey. Her corporate sojourn permitted her to examine workplace settings on a firsthand basis as well as to observe, listen to and note the experiences of other working women. Dr. Purvis can be contacted through e-mail at mail2sbp@aol.com. She is a frequent guest on online forums. Her Web site, Insider Views on Workplace Issues, is at http://www.insiderviews.com