What are the essential qualities of a manager and how to self-assess?

What are the essential qualities of a manager and how to self-assess?


Within a company, management plays a very important role: it is the n ° 1 lever of competitiveness, but also, a pillar of the well-being of employees. After traditional vertical management methods, horizontal organization is now at the heart of HR procedures. Participatory management, transversal management or even delegative management: several visions exist but they all imply common qualities on the part of managers. While only 13% of employees feel committed, managing a team now involves underlying functions: guiding, coaching and supporting.

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1 – Have a good relationship

Communication is a central value within a team. It is essential, on the one hand, to carry out projects and to ensure that everyone has a good understanding of the issues. On the other hand, establishing dialogue between the hierarchy and employees is also a necessity to maintain a good social climate within the company. The relational qualities of a manager must be numerous. Empathy, listening, diplomacy, pedagogy: these are all criteria that will make the difference with the team and which will allow each employee to find their place and maintain their motivation, day after day. Communication is also directly linked to the manager’s availability: 40% of employees expect their N + 1 to be more available.

Do employees willingly turn to me when they have a problem or do they not dare to bother me?

Am I listening to the ideas and expectations of the team?

Have I created a climate of trust within the team?

Am I often or rarely available when an employee wishes to speak with me?

2 – Trust

When the manager wants to make all his decisions on his own, impose his ideas and keep control over everything, there is a specific method: micromanagement. Counterproductive, this management method does not correspond at all to the expectations of employees, who need to be granted confidence and autonomy. Two important elements that go through the fact of delegating activities and involving the team to make decisions collegially. 36% of employees would also like more confidence from their manager.

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What is the last project that I delegated and how big was it?

Generally, how many points do I usually organize halfway through to monitor projects?

Am I inclined to give autonomy to an employee without always being behind his back?

3 – Being able to manage stress

Self-control, or self-control, is inseparable from a good manager. With his supervisory functions, he must be able to control his emotions and not be overwhelmed by stress. Losing your temper in front of your team presents two major risks. First, it damages the credibility of the manager. Second, this attitude can panic employees as well. The manager must take it upon himself to absorb the pressure that he himself receives from his hierarchy: it is his role to preserve his subordinates. It is an essential quality to brilliantly assume one’s responsibilities, but also to guarantee the well-being of employees.

How do I react when I have to make urgent decisions?

Do I feel like I am often overwhelmed and have too much work?

Am I able to maintain a peaceful and serene atmosphere in the team even when I am worried and / or anxious?

4 – Be flexible and agile

To constantly adapt to market changes and to remain competitive, companies must be agile. It is therefore natural that this agility is found in the different layers of the hierarchy. An agile manager is able to question himself and adapt constantly, quickly. He knows how to work with his team as well as with other departments, with which he leads, for example, transversal projects.

Was I able to adapt quickly during the last big change that took place internally?

Am I able to modify already established procedures to gain simplicity and responsiveness?

Is my presence in the field important enough to provide relevant solutions to my team?

5 – Be organized

As a manager, it is important to be exemplary and therefore, to be perfectly organized. This is essential for setting an example for employees but also for having a clear and precise line of conduct to follow. A good organization makes it possible to benefit from a global vision on a project and to assign roles and objectives more effectively. It is also about giving all team members quick and easy access to all the resources they need, on time.

Am I used to using collaborative tools to properly organize activities and their distribution?

Do I have good visibility on my schedule for the coming weeks and months?

Do my employees currently have all the resources they need to carry out their current assignments?

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6 – have leadership

Through his function, the manager gives directives to his team. The latter can then do so because she feels compelled to do so or because she wants to. A major nuance: this is what distinguishes leadership from simple management. To be a leader is to exercise, in a way, a certain form of natural authority. Employees then feel invested in a project and want to participate in it because it makes sense to them. Leadership is not given to all managers, but this quality makes all the difference and makes it possible to unite a team. 54% of employees believe that the ability to inspire and motivate is the most important criterion to define a good manager.

Do I need to systematically recall my function to get what I ask for?

Are employees passionate about what they do?

Do I apply to myself what I ask my team?

7 – Take initiatives

Far beyond the simple coordination of teams and the management of activities, the manager is also expected in the company for his ideas. He must move the lines and help his company to innovate and go further, while maintaining the motivation of employees. Depending on the leeway at his disposal, he will not hesitate to take initiatives and shake up the codes, to be much more than a simple executor. Conversely, he must also be able to leave this freedom to his collaborators, so that they can, in turn, let all their creativity express itself.

What’s the latest high impact idea I brought to the business?

When I have goals to achieve, is innovation my key word to get there or do I tend to stay in the nails?

Do I sufficiently encourage my own team to take initiatives?

8 – keep a positive state of mind

To give a good dynamic to the team, in all circumstances, optimism is a real basis. Even in the most complicated of times, this positive mindset will keep the motivation of the troops intact. Rather than focusing on the flaws, it is essential to take a step back and ask yourself constructive questions. Instead of dwelling on a failure, for example, why not take the time to analyze its causes, as a team?

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Am I used to cheering my team on even after a failure?

What is usually my first reaction when goals are not met?

Am I able to sort things out and let go of my personal moods on a daily basis?

9 – show kindness

The quality of life at work is closely linked to management methods. A caring manager will pay attention to the well-being of his employees instead of focusing only on goals. Benevolence then echoes relational qualities and implies, in particular, empathy and listening. It requires adopting a very specific behavior, to maintain a healthy, friendly and peaceful atmosphere. Nonviolent communication, for example, is a tool in the service of benevolence.

Am I able to give an opinion to an employee without passing judgment on him or her?

Am I listening to the difficulties and problems encountered when the results are not there or do I tend to be in scolding?

Is there mutual respect in my relations with my employees?

10 – Have a role of coach

The manager is not a simple chef: he is above all a guide. Employees rely on him to develop their skills and abilities and to know the path to follow. Every employee needs to grow professionally and personally and today’s manager has new challenges to meet to help them achieve this. While the concepts of well-being at work and CSR are now essential in the business world, managers see over time the spectrum of their missions widen. Humans, in particular, occupy an increasingly important place.

Have the employees of my team been able to develop their skills thanks to me?

Have I taken the time to talk to each employee to find out their desires and expectations?

Do I give my team regular feedback?

Beyond organizational qualities, a manager today needs relational skills to be successful. These are part of the trend of new management methods, based on more horizontal management. This proximity is what employees expect as a priority. And to create this strong bond and provide this solid support, managers can count on their innate qualities but also develop new skills. Taking a step back is then a real vector of change and it can quite simply start with a self-assessment, to identify areas for improvement.

To go further, download this free report on the evolution of marketing and discover the data and trends collected in France and EMEA.Marketing Evolution Report

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