{"id":4793,"date":"2015-06-26T16:25:30","date_gmt":"2015-06-26T16:25:30","guid":{"rendered":"http:\/\/news.hult.edu\/?p=4793"},"modified":"2019-07-10T15:05:37","modified_gmt":"2019-07-10T15:05:37","slug":"good-management","status":"publish","type":"post","link":"https:\/\/www.hult.edu\/blog\/good-management\/","title":{"rendered":"Can Good Management Be Taught?"},"content":{"rendered":"

<\/span>Before my MBA, I thought good management meant that my boss treated me well, challenged me, and provided me with feedback throughout the year. I considered my <\/span>old <\/span>boss a good manager simply because I liked him and we had things in common. Now, more than halfway through my program<\/span> at Hult<\/span>, I realize that good management is<\/span> all<\/span> about <\/span>creating the best <\/span>environment<\/span> possible<\/span> for employees<\/span>\u2014<\/span>and trusting <\/span>them<\/span> to do their jobs. <\/span><\/p>\n

Here are four important tips that <\/span>I have come to understand during the course of my MBA, which\u00a0<\/span>good <\/span>should <\/span>managers believe in and put into practice.<\/span><\/p>\n

1. <\/span>Build <\/span>Trust<\/span><\/strong><\/p>\n

In my <\/span>pre-MBA <\/span>experience, <\/span>senior<\/span> <\/span>managemen<\/span>t<\/span> <\/span>monitors itself <\/span>through countless engagement surveys, with a common question being: \u201cDo yo<\/span>u trust senior leadership?\u201d But senior leaders,<\/span> in o<\/span>rder to be effective, also need<\/span> to be asking<\/span>,<\/span> \u201cDo you trust the employees under you?\u201d Since trust is not something that can be easily measured, it is also not som<\/span>ething easily taught. In fact, it comes from experience. B<\/span>uilding trust comes from <\/span>listening to what employees have to say and <\/span>the willingness to question situations and processes, and if they are not working, rebuil<\/span>ding them. <\/span><\/p>\n

2. <\/span>Empower<\/span><\/strong><\/p>\n

The <\/span>Hult <\/span>MBA program has taught <\/span>me <\/span>that <\/span>delega<\/span>tion<\/span>,<\/span> and allowing people to <\/span>manage themselves<\/span>,<\/span> is the only way to get things done<\/span>.<\/span> <\/span>Self-<\/span>regulation<\/span> is important because it allows employees to figure out how to improve a<\/span> process<\/span> or a project. One way to encourage this is<\/span> by allowing peopl<\/span>e to work on personal projects\u2014<\/span>something that firms like Google do.<\/span> <\/span><\/p>\n

Yet, it is often hard to give people <\/span>\u2018<\/span>free time<\/span>\u2019<\/span> or allow them to self-regulate when time is precious. But it is essential, because even when companies pay employees well, money is not a big enough motivator\u2014people want to have a sense of purpose <\/span>in their<\/span> job. <\/span>This is why <\/span>good managers must be willing to pay employees enough to keep money <\/span>\u2018<\/span>off the table<\/span>\u2019 <\/span>while empowering them (and therefore trusting them) <\/span>to <\/span>be innovative and develop an <\/span>intrapreneurial<\/span> mindset to <\/span>create solutions<\/span>.<\/span> <\/span>We see how important this in our group work at H<\/span>ult. Because time and schedules are<\/span> always tight, we need to constantly divide and delegate work so that the early birds <\/span>and late owls can make their contributions<\/span>,<\/span> and <\/span>we<\/span> still<\/span> <\/span>make our deadlines. This is especially important when you have<\/span> people of<\/span> many cultures and life stages in one meeting room. <\/span>Good managers will empower employees to<\/span> self-regulate and get <\/span>their work done<\/span> on time. <\/span><\/p>\n

3. <\/span>Create a Killer Team<\/span><\/strong> <\/span><\/p>\n

I\u2019ve also learned that good managers surround themselves with people that think differently than they do, and who have skills tha<\/span>t complement their weaknesses. Now, in a<\/span> traditional view <\/span>of management, managers<\/span> reward the hardest workers <\/span>on their<\/span> team<\/span>s. Yet, I\u2019ve learned this <\/span>year that it\u2019s important to <\/span>remember <\/span>that<\/span> <\/span>a <\/span>team <\/span>is composed <\/span>of all types o<\/span>f personalities and styles. For example, individual<\/span>s<\/span> who are<\/span> less outgoing<\/span>,<\/span> <\/span>but<\/span> work hard to <\/span>clear roadblocks in the background<\/span>,<\/span> <\/span>can be forgotten among<\/span> <\/span>more extroverted<\/span> personalities when<\/span> <\/span>the<\/span> time <\/span>comes <\/span>for promotions. <\/span>The<\/span> Hult<\/span> MBA <\/span>program <\/span>has taught me to <\/span>champion and <\/span>defend <\/span>those employees who are doing good, essential work, but are not as as\u00a0<\/span>visible<\/span>.<\/span> We see this in our groups while working with the same people in one\u00a0module on every subject. The quiet guy who does not say as much during the marketing project <\/span>can suddenly <\/span>become<\/span> your<\/span> team\u2019s <\/span>ticket to an ‘A’ in a finance class<\/span>.<\/span><\/p>\n

4. Look At\u00a0<\/span>The Big Picture <\/span><\/strong><\/p>\n

You can always count on l<\/span>ittle kids<\/span> to<\/span> always ask<\/span>,<\/span> <\/span>\u2018<\/span>why<\/span>?\u2019<\/span> But as adults, we can<\/span> get so caught up <\/span>in our busy lives that<\/span> we forget to stop and ask why we <\/span>are doing<\/span> something <\/span>we\u2019ve always done<\/span>\u2014again and again<\/span>. We forget<\/span> <\/span>why we expect people to do things a certain way<\/span>, and <\/span>that <\/span>our<\/span> old, comfortable ways are<\/span> not always <\/span>the best<\/span> ways. T<\/span>here is not one<\/span>, and only one,<\/span> correct framework or st<\/span>yle that makes a good manager. In fact, i<\/span>t is important to be adaptable <\/span>after assessing the needs of employees<\/span> and <\/span>specific situations<\/span>. As <\/span>emerging leader<\/span>s, we need to always ask <\/span>\u2018<\/span>why?<\/span>\u2019<\/span> <\/span>And, we need to <\/span>listen closely, be flexible, and establish credibility early. This is how we become good managers, and this is how we can help employees succeed.<\/span><\/p>\n

Sarah Lipes is a 2015 MBA candidate at the London Campus. One of her\u00a0favorite things about Hult is the international student body and perspectives.<\/em><\/p>\n

Grow your leadership capabilities with an MBA in international<\/a> business at Hult. To learn more, take a look at our blog Why every leader needs a growth mindset<\/a>, or give your career a boost with our Masters in International Business<\/a>. Download a brochure or get in touch today to find out how Hult can help you to learn about the business world, the future, and yourself.<\/p>\n","protected":false},"excerpt":{"rendered":"

Before my MBA, I thought good management meant that my boss treated me well, challenged me, and provided me with feedback throughout the year. 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