Читать книгу The Leader Lab - Tania Luna - Страница 8

Before we get into the skills of great managers, let's align on what a manager is in today's workplace. The etymology of the word “manager” is actually pretty cringeworthy. It comes from the term “to handle,” especially tools or horses. The dehumanizing implication is that people are resources to be managed. This way of thinking created efficiencies when craftspeople became factory workers, and managers had to ensure uniformity and predictability. Thinking was the manager's role, while doing was the responsibility of the workers.

As you know, things are different now. Given the growing rate of change and competition, companies today rely on everyone collaborating, communicating, learning, and innovating. Unlike the original managers who had to limit people's thinking, today's managers have to help people think faster and better. The best managers no longer manage people. They manage resources, processes, time, priorities, and even themselves. They catalyze results rather than control behavior. They help their team members achieve what neither the manager nor the team members could achieve alone.

The long-debated distinction between leaders and managers is also growing obsolete. It used to be said that leaders handled the unknown, while managers handled predictable work. It was once believed that leaders guide others through influence, while managers control through authority. While leaders don't have to be managers, nowadays managers must be leaders. For this reason, we'll use the terms “manager” and “leader” interchangeably throughout this book and equip you with skills to manage and lead well. So, if you want to become a great manager faster, where should you start?