Mind The Gap

When you hear the term “maverick management” what do you think of? (Other than many poems, lyrics and nursery rhymes also featuring alliteration.)

Maybe you would think of someone who does things off the cuff, which might imply some lack of organization as they are constantly winging it, or perhaps never really applying their full focus to their tasks. Possibly you might think of people that challenge the preconceived rules of what management consists of, those who seek the deeper reasoning behind the tasks they undertake, and look to improve the model we each base our own management styles upon.

If you chose the first, I would suggest that you might not be observing the ideal focus group. If the second fits your internal definition more closely, then you and I are starting out on the same page here.

Historically, it seems that as we go through school, and go through training, we are taught a recipe for management, a set of steps that, if we follow them rigidly, should produce success for us. Of course, after our formal training and education, we reach the fabled real world, a place where anything can happen and might.

Every company has a different culture, and is susceptible to have its own philosophy on how to do things, sometimes to the great benefit of the company and the staff, and sometimes less so. In many cases you can tell what is different about a company as an employee, but still some of them don’t become obvious until one makes the step into the realm called management. Once the threshold is crossed, some things, or perhaps all things, are subject to change.

Now, rather than being the one complaining about why the management layer does this, or that, or the other, you have the opportunity to see why they do it. You have an excellent chance to do a good thing here. If the reasoning is solid, you have the opportunity to let the masses know it. People all seek meaning every day, if they understand why something is the way it is, maybe they’ll also agree the reasoning is solid. Sure, this isn’t always the appropriate action, some things need to stay confidential, but when it is appropriate, it’s an avenue to consider. People respect and appreciate managers that aren’t just keeping them in the dark and treating them like drones.

On the other side of this situation, maybe the reasoning isn’t solid, and the policy you are examining isn’t so great, and there’s no good reason not to change it. In that case, like it or not, you have a professional responsibility to look out for the good of the company and the people that work at it. Think it through thoroughly, lay out your case, perhaps send some feelers out into the public at the company to see what the people really need or want, and compare that with the company objectives. If you can come up with a compromise that meets the needs better than the current situation, and there aren’t any foreseeable reasons not to do it (like crushing transition costs and that lot) give heavy consideration to bringing this up to the folks that make the decision for your situation. If you do this properly and the company is a good one (at some point I’ll better define what I believe makes a company good), you won’t be labeled a troublemaker. If the people that make the decision on your suggestion are ethical and care about the long term benefits (increased profit, better staff retention, etc) and you can place your case well, then they will at least look into and consider your suggestion, and will appreciate your insight.

Should it happen that they turn down your suggestion, then seeking out the reason why will heighten your understanding of the environment you are in. If you work in the sort of environment where people have expected you to lead but won’t offer you basic understanding of the environment and the things impacting it, you may be in the wrong place.

Good companies will strive to improve in all that they do, and that includes growing their people. As a manager it’s your job to do what you can to support the ongoing objectives of the company, and also to support the growth and opportunities for your staff.

Maverick management in my mind is about being aware of your environment in a very organic sense, and being willing to stand up for doing the right things. This means letting go of preconceived rules you may have, or picking up new rules once you see the value of them — letting the recipe evolve as you proceed and the situations change. Being successful in management has both technical and human aspects, and it isn’t good enough to just focus on one or the other. One needs to be constantly growing their own knowledge and understanding, as well as that of their team, and putting a great focus on creating value all around, being ethical and being flexible.

I got confirmation yesterday that I’ll be booked to hang my artwork in Satchel’s in July!!! That’s about it really…I have so much to do now to get some new stuff ready (can’t just take all old stuff). I have some good ideas lined up, but the projects aren’t really underway yet….need to get off my duff and get to it.

Work is busy, but ok.