Multiple Points of View vs. One Strong Point of View
Are you "a" or "b"? Managers that always ask for other people's point of view may come off as indecisive, uncertain and self-conscious. Being overly open to everyone's opinion and creating over collaboration isn't always the best approach. Collaboration is great for generating better ideas, but at the end, there needs to be a decision maker—if there isn't, the team will be confused about what to do next, and will always second-guess their work, since they don't know what the main objective is.
On there other hand, there is such a thing as having an overly strong point of view, one that doesn't listen to anyone else but yourself, or the vision inside of your own head. Both have their positives and negatives but each are equally as unproductive and unrewarding for your staff.
If you just have that one strong point of view, your view, you limit the potential of your idea getting better and alienate your staff, and ultimately dismantle your idea. You quickly ruin any chance of your idea benefiting from outside influences and sometimes prohibit the rest of the factory from shipping it out the door. Having a point of view that's too strong, too determined, too close-minded will always suffer since you refuse to let a larger team of people own it (too).
Whatever traits you most likely lean towards, here are some things to think about that will help you become a better manager along the way.
Managers with really strong points of view, or "idea people", need to try figure out how to articulate the opportunity to each and every member of the team-not just your superiors. Try to bring in the wider team who may 'touch' the idea along the factory-line floor. Remember that the goal is to get people to support your idea, add to it, and then own a specific task within the larger construction of an idea.
For the indecisive managers out there, remember to have a clear goal set before your meetings, consider relying more on 'informants' or your sub-manager, or other senior team members to reinforce you (mentally) that your idea is on track, and how your proceeding 'looks clear'. Remember to outline the deliverables you need from each person in your group, and consider setting 'idea' deadlines from each of your discipline heads, so that you can allow team members to be responsible for bringing their own point of view to the table in a way that aligns with your overall plan.
Are you "a" or "b"? Managers that always ask for other people's point of view may come off as indecisive, uncertain and self-conscious. Being overly open to everyone's opinion and creating over collaboration isn't always the best approach. Collaboration is great for generating better ideas, but at the end, there needs to be a decision maker—if there isn't, the team will be confused about what to do next, and will always second-guess their work, since they don't know what the main objective is.
On there other hand, there is such a thing as having an overly strong point of view, one that doesn't listen to anyone else but yourself, or the vision inside of your own head. Both have their positives and negatives but each are equally as unproductive and unrewarding for your staff.
If you just have that one strong point of view, your view, you limit the potential of your idea getting better and alienate your staff, and ultimately dismantle your idea. You quickly ruin any chance of your idea benefiting from outside influences and sometimes prohibit the rest of the factory from shipping it out the door. Having a point of view that's too strong, too determined, too close-minded will always suffer since you refuse to let a larger team of people own it (too).
Whatever traits you most likely lean towards, here are some things to think about that will help you become a better manager along the way.
Managers with really strong points of view, or "idea people", need to try figure out how to articulate the opportunity to each and every member of the team-not just your superiors. Try to bring in the wider team who may 'touch' the idea along the factory-line floor. Remember that the goal is to get people to support your idea, add to it, and then own a specific task within the larger construction of an idea.
For the indecisive managers out there, remember to have a clear goal set before your meetings, consider relying more on 'informants' or your sub-manager, or other senior team members to reinforce you (mentally) that your idea is on track, and how your proceeding 'looks clear'. Remember to outline the deliverables you need from each person in your group, and consider setting 'idea' deadlines from each of your discipline heads, so that you can allow team members to be responsible for bringing their own point of view to the table in a way that aligns with your overall plan.
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