{"id":73,"date":"2013-02-01T03:27:04","date_gmt":"2013-02-01T03:27:04","guid":{"rendered":"http:\/\/careersingovernment.com\/tools\/?p=73"},"modified":"2014-04-22T20:46:06","modified_gmt":"2014-04-23T03:46:06","slug":"managing-for-people-who-hate-managing","status":"publish","type":"post","link":"https:\/\/www.careersingovernment.com\/tools\/gov-talk\/career-advice\/managing-for-people-who-hate-managing\/","title":{"rendered":"Managing For People Who Hate Managing"},"content":{"rendered":"

\"government_management_business\"<\/a>Congratulations!\u00a0 You\u2019re a manager in the public sector. You have been bestowed with the opportunity to manage others while simultaneously managing yourself. Overwhelmed, frustrated, exhausted?\u00a0 Work life spiraling out of control?<\/p>\n

You are not alone.\u00a0 Most leaders don\u2019t discuss managerial-related angst, out of concern for appearing weak or incompetent.\u00a0 Yet 68% of managers don\u2019t like managing.<\/p>\n

Like you, the vast majority of managers did not sign up to be managers.\u00a0 You pursued a career of interest, thrived, and were rewarded with a promotion to management.\u00a0 Becoming a manager adds a facet to your job that, more likely than not, you were never trained to do.\u00a0 In fact, nine out of ten leaders believe they do not have the necessary skills to manage.<\/p>\n

Burn out intensifies when attempting to assume a style of management out of sync with your temperament.\u00a0 Many leaders have been brainwashed to follow a singular set of \u2018rules\u2019 about how to manage.\u00a0 Futilely attempting to squish yourself into a template that wasn\u2019t designed for you leaves you wiped out; more convinced than ever that you really aren\u2019t cut out for management.\u00a0 Yet believe it or not, you have all the raw materials needed to be a managerial superstar.<\/p>\n

Managing well requires working with, rather than fighting against, your natural style.\u00a0 The only way to be a successful manager is by capitalizing on your strengths.\u00a0 Design a management style that enlivens you, and consequently, those around you.\u00a0 Being authentic increases your effectiveness, energy level, and credibility.<\/p>\n

Why can\u2019t you memorize a book on \u201cHow to Manage People\u201d and emerge a top-notch leader?
\nPart of the confusion lurking just beneath the surface of any basic, seemingly well-functioning organization is due to cataclysmic clashes of personality. There are endless variables that factor into how to manage effectively, and these factors differ with every person on your team. You cannot directly control other people, yet you are now mysteriously accountable for their output.\u00a0 Yet, understanding people\u2019s behavior reduces your frustration and increases your efficiency.
\nGet Real<\/strong>
\nThe only way to achieve real success as a manager\u2014and to garner the rewards and benefits of managing\u2014is to lead from a place that is authentic to your core.\u00a0 There are no hard and fast rules. Okay, so there is\u00a0one\u00a0<\/em>rule.
\nBe You.<\/strong>
\nYet there are skills involved in being yourself.\u00a0 The first step toward\u00a0being\u00a0<\/em>you is\u00a0knowing\u00a0<\/em>you.\u00a0 Understanding your personality enables you to harness the best you have to offer as a manager.
\nThere are a plethora of traits that combine in complex ways to make you.\u00a0 One dimension, the Thinker\u2013Feeler continuum, is a prime indicator of how to navigate the stormy seas of management \u2013 while being authentic to your core. Thinker\u2013Feeler is one of four aspects of personality highlighted in the Myers\u2013Briggs Type Indicator and is linked to how we make decisions, communicate, and lead.
\nEverybody thinks\u00a0and<\/em>\u00a0feels, yet there are degrees, gradations, of how strongly one identifies with either dimension.\u00a0 Some people are \u2018off the chart\u2019 thinkers or feelers, while others are a nearly even mix of both preferences.\u00a0 Our focus is the primary dimension we lead with when managing others.
\nManaging\u00a0others<\/em>\u00a0requires doing what I call\u00a0flexing your style<\/em>.\u00a0 That means meeting others where they\u2019re at.\u00a0 Every person you manage comes equipped with his or her own specific personality.\u00a0 Such fun!<\/p>\n

Start by dropping any expectation that others will change their basic personality to suit your whims.\u00a0 They won\u2019t.\u00a0 They may learn new skills, expand their reach, deepen their commitment, and increase their productivity \u2013 all with your expert guidance.\u00a0 However, fundamental personality nuances are here for the long haul.<\/p>\n

This is where flexing your style kicks in.\u00a0 Armed with a solid handle on who you are, you can be on high alert for the subtle, yet constant bombardment, of cues your staff sends out about how they like to be treated, what motivates them, the type of language that resonates, and the way they process the world.\u00a0 These vary from person to person, so get busy!<\/p>\n

Once you get a handle on individuals\u2019 styles you can calibrate how you motivate and communicate.\u00a0 Everyone remains equally accountable for the work product.\u00a0 Just how you contribute to their professional development varies.<\/p>\n

What works for one person won\u2019t for another.\u00a0 A feeler craves positive reinforcement.\u00a0 A thinker wants a schedule and guidelines.<\/p>\n

Discover a version of management you don\u2019t hate because it fits who you are then adapt your style to customize how you manage and motivate your team for vastly improved results\u2026productivity (if you\u2019re a thinker) and morale (if you\u2019re a feeler).\u00a0 You\u2019ll form stronger rapport while increasing your team\u2019s dedication and output.<\/p>\n","protected":false},"excerpt":{"rendered":"

Congratulations! You\u2019re a manager in the public sector. You have been bestowed with the opportunity to manage others while simultaneously managing yourself. Overwhelmed, frustrated, exhausted? Work life spiraling out of control?<\/p>\n","protected":false},"author":4,"featured_media":74,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","_cbd_carousel_blocks":"[]","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[18,32],"tags":[26,33],"class_list":["post-73","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-career-advice","category-on-the-job","tag-government-job-managing","tag-management-advice"],"acf":[],"yoast_head":"\nManaging People Who Hate Managing - Government Jobs<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.careersingovernment.com\/newdesign\/tools\/gov-talk\/career-advice\/managing-for-people-who-hate-managing\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Managing People Who Hate Managing - Government Jobs\" \/>\n<meta property=\"og:description\" content=\"Congratulations! 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