Managerial Derailment

Dr. Mario Denton

It is ironic that the very strengths that get managers "fast tracked" early on in their career, can sometimes also bring about their downfall. These high potential managers are developed at an extremely fast pace and are expected to rise to the top of the organisation. Their focus is mainly on the operational side and they invest all their energy in the organisation, at the expense of paying attention to their own growth and development. The problem arises when, despite their potential, they are not able to keep up with ever-changing needs and as a result, perhaps ten years or more down the line, they may suddenly find themselves "derailed". Perhaps this is because they don't have the required managerial profile, or have simply reached a point where they no longer have the interest or energy to cope with changing demands.

The concept of "derailment" is real. It impacts negatively on the individual as well as the organisation. Both have invested heavily and both lose out. What went wrong? "Rising stars" often take it upon themselves to "go it alone" and the organisation is only focused on operational issues and the generation of profit. Both rush forward and often forget about the most important element in business - the human asset - because the focus was too heavily focused on tangible assets.

So who gets "derailed"? Derailors are:

• Managers who "go it alone" and don't delegate
• Managers who "gloss over" and avoid conflict
• Managers who are too competitive and have to win "at all costs"
• Managers who don't develop their staff and who want to control everything
• Managers who are "stuck" in the past and unable to make the transition to strategic and complex roles

In contrast, successful managers adopt an open management style. They are open to feedback and appreciate input from their staff. They recognise the value of development through delegation and are not hung up on power and control. Status and perks are of little interest to them and they invest equally in their own, and the organisation's development. They move with the times and adapt easily because they are flexible and open to change. They value their staff and are empathetic to their needs as individuals. And most importantly? They value themselves. So twice a year, ask two questions as a manager to the rest of your team: What would you do if you were in my position? And what is stopping you from delivering your peak performance?

Remember Luke 21:34. But take heed to yourselves (be careful) and be on your guard, lest your hearts be overburdened and depressed (weighed down) with the cares of this life. Life has many opportunities to get us down and the cares of life can become a heavy burden. But you must not become overburdened and depressed as God wants you to give Him all your cares.

Our prayer: Lord, Help me to not allow things to get on top of me. Help me to stand in the confidence I have in You. Amen.

Phone: + 27(0) 82 88 29903.
Email: mario@crown.org.za
Website: www.crown.org.za

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