At a recent meeting with young managers, I asked them what value they felt they added to teams. These smart people recognized the change in their roles. Instead of being controllers or hoarders of knowledge, they viewed themselves as collaborators or mentors, trusted for their experience – not their gigabytes of memory.
By transferring the ownership of change to team members and assuming the crucial role of empowering the value creators, a manager could end up earning more respect as the navigator who guides the ship to the port of success. Would you agree?
In “The Manager’s New Role”, Vineet Nayat