Can you claim to value staff and cut their pay?
Can you maintain a position off openness and honest when you are going to make people redundant?
Can you afford to be sensitive and caring when you are going to cut services to vulnerable people?
Can you be committed to partners who want to protect their own budgets at your expense?
Does a recession need a different type of leader? One who is feared rather than loved?
Do these difficult economic times require a different type of manager and are you cut out to be that type of manager?
We all want recognition, we all want to be considered successful and a little bit of power wouldn’t hurt, but how far are you prepared to go? Is it ok even inevitable to step on a few toes on your way up? Do you feel comfortable pushing yourself to the front of the crowd? Do you think you should be “spotted” or do you think you have to get yourself noticed? Do you think it is ok to be openly ambitious or is it something you find a little vulgar? Do you mind if colleagues see your enthusiasm to please the boss, to demonstrate your commitment by staying late or volunteering for projects as what the Americans refer to as “brown nosing”. Do you think it is who you know rather than what you know? If your boss was singing your praises about a piece of work that was mostly the result of the efforts of some one else, would you own up or keep quiet? If the current mess was down to one of your colleagues would you drop them in it or would you accept collective responsibility? Do you think an effective manager needs a hint of menace to go with the charm? Do you think it is better to be feared than loved?
Or do you think effective managers if not loved are respected. If the economic situation puts a strain on partnerships isn’t this when we most need senior managers with relationship building skills. When budgets are cut and we are required to do more with less then we need managers who are innovative. When efficiencies require services to be delivered in different ways and working practices to be changed we need managers with leadership skills who can inspire staff. When people face a cut in real wages and are worried about future employment we need managers with good people skills because you can be valued whilst not being financially well rewarded.
It is in difficult times that we most need inspirational leaders people we trust, people with integrity. Most of all we need managers with leadership qualities and good people management skills. It is when partnerships are strained that we most need managers skilled in relationship building people who can see beyond the immediate budget problem.
This is not a time for Machiavellian managers.
Blair McPherson