SPEAKING FROM EXPERIENCE Ray J. Haight
Yin or Yang There are many examples and definitions of an effective manager. This overview is mine; it doesn’t mean that others are wrong, but some are. I’ll share a quick look into the Yin and the Yang of the role of manager. My paradigm will likely conflict with some manager’s vision of their position. I see this as a good thing. Once we stop looking at alternative ways of managing ourselves and our businesses, we become complacent and dull. No one wants to be around complacent and dull, especially drivers. First, it is pertinent to overlay the company’s goals. Is this a company whose strategic plan is to grow exponentially or one that is planning moderate gains in size but is looking to maximize shareholder value? The reason to identify this strategy is that these are likely being led by two different personality types: one possibly being more aggressive than the other. The individual must fit the company strategy. Here we go. The Yin. This manager feels the need to touch every nuance of their department’s activity. They will need to be cc’d or worse, bcc’d on every email, everything even remotely related to their area of responsibility and will become uncomfortable if they are not. This manager has a tight hold on every aspect of their department and trusts no one below them on the organizational chart to make an independent decision without it being approved beforehand. This manager is always busy putting out fires or producing endless streams of spreadsheets. Their personality 14 • OVER THE ROAD
motivates them to control everything around them that they possibly can. It is in their DNA: control and dictate. They will be very directive; they see themselves as the ultimate problem solver; this is how they derive their self-worth. They spend much of their time finding culprits when things get off track. They do not effectively coach those directly reporting to them and they ask for zero feedback on their performance. They chastise in public and seldom offer praise except to those who have figured out their style and yield to it. Let’s call those people suck-ups, or to be kinder, they are survivors. They may share a role description with a direct report, but it is usually very vague. It is not usually talked about again to any degree after the hiring process. Information is held close by this manager; they and they alone are the keeper of the bigger picture. The Yang. This person manages by committee, wants a cross-section of opinions before they pull the trigger on a new policy or procedure; they want their people’s input. They know that asking another person’s opinion empowers that individual; they feel part of the process. This manager delegates responsibility to their staff and thinks that their people should enjoy autonomy in their roles. They see their role as a coach, always looking for ways to assist their direct reports more efficiently and successfully. They exercise daily walkabout coaching trips; they encourage better performance through collaborative conversation, always talking to everyone respectfully. OCTOBER 2021
