Emotional Profiles of Bosses – The ‘Managing’ Type – Asrar Qureshi’s Blog Post #907

Emotional Profiles of Bosses – The ‘Managing’ Type – Asrar Qureshi’s Blog Post #907

Dear Colleagues!  This is Asrar Qureshi’s Blog Post #907 for Pharma Veterans. Pharma Veterans  aims to share knowledge and wisdom from Veterans for the benefit of Community at large. Pharma Veterans Blog is published by Asrar Qureshi on  WordPress, the top blog site. Please email to asrar@asrarqureshi.com for publishing your contributions here.

Credit: Lukas

Credit: Sora Shimazaki

Credit: Yan Krukau

Today, we shall talk about the bosses who are always ‘managing’; means they do it themselves and ask others the same.

I have been hearing in so many cases from so many people the same phrase, “please manage somehow”. It is an unhappy situation when a senior person asks his subordinates to just do it somehow. The implied sense is to do it by hook or crook. It means that the manager either does not have capability to give worthwhile input to his junior, or he is not doing it. In both cases, the manager is causing long term damage to people and to the organization. As I mentioned above, this tendency is on the rise in pharma industry about which I can make an informed comment. I can understand that the situation will be the same in other industries, because people are the same.

Managers who focus on short-term fixes rather than implementing long-term solutions may exhibit certain behaviors that reflect their approach to problem-solving. Here are some common traits and behaviors of managers who engage in short-term management.

Reactive Decision-Making – Managers focused on short-term fixes often make decisions reactively, addressing immediate issues without considering the long-term impact.

Ignoring Root Causes – Rather than addressing the root causes of problems, these managers may only tackle the surface symptoms, leading to recurring issues.

Firefighting Mentality – Constantly dealing with urgent matters and crises can create a firefighting mentality, where the manager is always putting out immediate fires without implementing preventive measures.

Lack of Strategic Planning – Managers may neglect strategic planning and fail to develop comprehensive, future-oriented solutions. Long-term goals and vision may take a backseat.

Short-Term Metrics Focus – Emphasis on short-term metrics and immediate results may overshadow the importance of sustained, long-term success.

Avoidance of Complex Issues – Managers may avoid tackling complex or systemic issues that require more time and effort to address, opting for quick fixes instead.

Resistance to Change – There may be a resistance to implementing changes that require long-term commitment, as it may disrupt the status quo.

Micromanagement – In an effort to control immediate outcomes, managers may resort to micromanaging rather than empowering their team for long-term success.

Dealing with Managers Focused on Short-Term Fixes

The ‘managing’ type bosses not only do it for themselves, but they also urge their team members to do the same. It may therefore be difficult to deal with them. Following suggestions may help.

Communicate Effectively – Clearly communicate the importance of long-term planning and the benefits it can bring to the team and organization. Help the manager see the value in strategic thinking.

Provide Evidence – Present evidence and data that support the case for addressing root causes and implementing lasting solutions. Demonstrate how long-term planning contributes to overall efficiency and effectiveness.

Offer Solutions – Instead of just pointing out problems, provide constructive suggestions for long-term solutions. Be proactive in contributing to strategic planning discussions.

Highlight Success Stories – Share examples of situations where long-term planning and solutions have led to positive outcomes. Illustrate how addressing root causes can prevent recurring issues.

Advocate for Training and Development – Suggest training and development opportunities for the manager and the team to enhance strategic thinking and problem-solving skills. This can build a more forward-looking approach.

Align with Organizational Goals – Emphasize how long-term planning aligns with the organization's overall goals and objectives. Show how it contributes to sustainability and growth.

Build a Business Case – Develop a business case for long-term solutions, outlining the potential return on investment and benefits that can result from a strategic, future-oriented approach.

Encourage Collaboration – Build a collaborative environment where team members can contribute to long-term planning and solutions. Collective input often leads to more comprehensive strategies.

Seek Support from Higher Leadership – If necessary, seek support from higher leadership to emphasize the importance of a balanced approach that includes both short-term fixes and long-term planning.

It's important to approach the situation with a constructive and collaborative mindset. Instead of criticizing the manager, work towards building an understanding of the benefits of a balanced approach that includes both immediate problem-solving and long-term strategic planning.

Suggestion for Managers for Change

For managers who tend to focus on short-term fixes rather than implementing long-term solutions, adopting a more strategic and forward-thinking approach requires self-awareness and a commitment to change. Here are some steps that managing-type bosses can take to transform their behavior. As mentioned in previous posts, many steps are common because the change is required in the same profile.

Develop Strategic Thinking – Invest time in developing strategic thinking skills. Attend workshops, seminars, or training sessions that focus on strategic planning and long-term decision-making.

Identify Root Causes – Encourage a shift from addressing symptoms to identifying and addressing the root causes of problems. This involves a more thorough analysis of issues to prevent recurrence.

Prioritize Long-Term Goals – Clearly define long-term goals and objectives for the team or department. Prioritize these goals and align short-term actions with the broader vision.

Create a Strategic Plan – Develop a strategic plan that outlines the steps needed to achieve long-term objectives. Break down the plan into actionable tasks with measurable milestones.

Delegate Effectively – Trust and empower team members by delegating responsibilities. This allows the team to contribute to both short-term and long-term goals, building a more collaborative environment.

Embrace Change – Be open to change and innovation. Recognize that some issues require a departure from familiar routines and the implementation of new, more sustainable approaches.

Seek Input from Team Members – Encourage open communication and seek input from team members. Valuing diverse perspectives can lead to more comprehensive problem-solving and long-term planning.

8. Measure Success Beyond Immediate Results – Shift the focus from immediate results to overall success. Understand that some accomplishments may take time to materialize but can have a more significant impact in the long run.

Invest in Employee Development – Prioritize employee development by providing training and mentorship opportunities. This not only enhances team skills but also contributes to long-term organizational success.

Build a Positive Organizational Culture – Build a positive culture that values collaboration, learning, and growth. A supportive environment encourages employees to contribute to long-term success.

Promote Work-Life Balance – Recognize the importance of work-life balance for both yourself and your team. Avoid burnout by building a sustainable work environment.

Evaluate and Adjust – Regularly evaluate the effectiveness of strategies and adjust as needed. Learn from both successes and failures to continuously improve.

13. Model Long-Term Thinking – Lead by example in demonstrating a commitment to long-term thinking. Model the behavior you wish to see in your team.

It's crucial for managing-type bosses to understand that balancing short-term needs with long-term planning is a key aspect of effective leadership. Seeking feedback from colleagues, mentors, or executive coaches can provide valuable insights and guidance in this transformational journey. Additionally, being patient with oneself and recognizing that change takes time will contribute to sustained improvement in leadership style.

Suggestions for People Under ‘Managing’ Managers

Team members of such managers are facing double jeopardy. On one hand, they are under immense pressure for results, and on the other hand, there manager is not supporting them. Having said that, following suggestions may help.

Develop Yourself – Despite apparent difficulty, it is a good situation to develop yourself. Learn new skills, work hard, and become the influencer of your territory. You will be able to generate results without ‘managing’. 

Keep Your Balance – Business exigencies shall never cease, and you may have to make up a few things now and then, but don’t let it become your way of working. Decide for yourself today as to how much you need real and how much managed results at this point. Start from here and keep reducing the ‘managed’ element carefully balancing your act.

Plan Rigorously – Don’t run around, move with a plan. Plan your resources carefully and how these will be invested. Execute your plan diligently, review, make changes if necessary, and keep following plan.

Make and Follow Your Goals – Organizational goals besides, make your own personal goals; about development, growth, earning, and getting to the next positions. Don’t let distractions make you lose sight of your goals.

Keep To Yourself (Mostly) – Teamwork, collaboration, camaraderie are great things, participate in these activities. However, keep to yourself about your work plans and personal goals. Work, but don’t advertise.

Concluded.