As I sit down to ponder the evolution of my managerial approach, it strikes me how much I’ve learned and unlearned along this journey. The trajectory wasn’t a straight line; rather, it was a series of revelations, observations, and self-discoveries that shaped the manager I am today.
Early on, I realized that understanding the kind of manager I didn’t want to become was as crucial as defining the one I aspired to be. It was clear to me that micromanagement and authoritative styles stifled creativity and demotivated team members. I didn’t want to be that manager whose presence invoked fear rather than inspiration.
So, I began my journey by keenly observing other leaders around me — some great, some not so much. I watched their interactions, their methods of handling challenges, and the impact they had on their teams. This observational phase was like a treasure trove of lessons. I picked up on effective communication styles, the power of empathy, and the importance of fostering a collaborative environment.
My background in social sciences unexpectedly became a cornerstone in shaping my managerial style. The interdisciplinary nature of my degree exposed me to diverse perspectives, honed my critical thinking, and instilled a deep understanding of human behaviour. This knowledge became my toolkit for managing teams. I learned to tailor my approach to individual team members, understanding that each person has their unique motivators and work preferences.
Emulating what worked while discarding what didn’t became my modus operandi. I found that transparency and open communication were catalysts for a positive work environment. Being honest about both successes and failures nurtured trust and encouraged a culture of continuous improvement.
However, the most profound lessons came from learning more about myself as a leader. It wasn’t just about the team; it was about introspection, understanding my strengths, weaknesses, and biases. It involved acknowledging that leadership isn’t about knowing all the answers but about asking the right questions and empowering others to find solutions.
The journey to becoming an effective manager is ongoing. With each passing day, I uncover new layers of understanding about myself and my team. I’ve come to appreciate that being adaptable is key; what works today might not work tomorrow. Flexibility and the willingness to evolve are essential traits for a successful manager.
In essence, my management approach has evolved into a blend — a concoction of lessons learned, experiences gained, and self-reflection. It’s a mix of empathy rooted in social sciences, adaptability, and an unwavering commitment to fostering an environment where each team member can thrive.
As I look ahead, I embrace the uncertainty, knowing that every challenge and every setback is an opportunity for growth. I’m committed to continually refining my approach, always striving to be the kind of leader who not only manages a team but inspires them to reach new heights.