Every once in a while I find myself disregarding advice, even though I know that it’s good advice. I have to stop myself, take a step back, and remember that there are other people that are worth listening to. I was thinking about that this morning. I was having a conversation yesterday where somebody was talking me through an approach to something and I found myself kind of shaking my head. When the person finished and walked out, I thought about it a little bit more and realized I had fallen into the classic “not invented here” trap. You should never be so smart that you can’t take somebody else’s advice and I’ve really made an effort to over time, make sure that I listen to other people. I am always trying to focus in on the fact that it’s hard to learn while you’re talking.
I have a tendency to want to be the person that comes up with the solution. I have to work to remember that I don’t have a monopoly on good ideas and sometimes the best solutions come from outside. I don’t think this is an uncommon feeling among managers and executives. A lot of times you got to the management position you’re in because you were the one with the good ideas and the ability to come up with things quickly. I know at least for me it was a big part of the advancement of my career and so as a manager and executive, I’ve become a little bit less technically focused and have had to grudgingly learn to rely more on the people around me to supply solutions and ideas. If you don’t embrace that approach, you won’t be nearly as effective at managing people, working together in teams, functioning as a communications coordinator, and all the other things that are important to managing people. You can’t do that and have the monopoly on good ideas too. It’s definitely a hard transition to make and it’s something that I think most people struggle with for their whole career in management.
Everyone wants to be the person with the good ideas because that’s the person who gets the biggest pat on the back. Probably one of the most exciting parts of being on a team is when you come up with that good idea that everyone on the team gets behind and adopts. There’s a real sense of pride and accomplishment in that and as a manager, those moments seem to get farther and farther apart. Even if you’re sometimes able to have unique insight into a problem because of your experience in a similar situation, a lot of times you just don’t have enough to supply much beyond the kernel of an idea because technology and capabilities are changing so rapidly. With this fast paced change going on you have to be more reliant of people on staff to supply the real nuts and bolts of how anything will actually work. It’s been a really big challenge for me and I’m curious to know how other people have dealt with that. Has it come easily or did you struggle in making the transition from a subject matter expert or a technical resource into a management resource?
Photo By _Max-B
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