Source | www.forbes.com | Liz Ryan
For years we were taught that management has to do with forecasting, budgeting, planning and controlling. Managers were taught to manage, not to lead.
New supervisors and grizzled management veterans were taught how to assign work to subordinates, how to evaluate their teammates’ work, how to counsel people on performance problems and how to hire and fire staff members. Everything we were taught about management assumed that the manager would know what to do and was calling the shots.
These days we understand that the old-fashioned view of a manager’s duties is wholly insufficient for the new-millennium workplace.
Responsibility for a team of people and its success — not to mention each team members’ well-being and professional development — is a big assignment to take on. Leadership has very little to do with controlling, budgeting and so on. It has little overlap with assigning work and evaluating it.
