Two managers are standing in an office looking out over their sprawling company building. One turns to the other and says: "We`re facing hard times, Jones. The economy is booming, our jobs are safe and our products are selling like hot cakes. I`m worried. Who really needs managers now?"
While IT has changed the way in which corporations do business, I feel that the technology that makes our lives easier has also contributed to some of the difficulties that managers now experience.
Jill Hamlyn, MD, The People Business
Who indeed? However, the situation in SA is completely the opposite. Our economy is not booming yet, good career opportunities are fast becoming an endangered species and, although desperately needed, there is a decreasing focus on the proven bonding elements that hold strong organisations together. Now, more than ever before, we need a new generation of managers and exceptional leaders who can take the established companies of yesterday into the future of tomorrow.
The IT industry is particularly facing a Catch-22 situation at present. The trend towards a flat organisational structure in the 1980s has contributed towards a situation in the 1990s where we find a scarcity of both managers and leaders. The fluctuating, and often cruel economy, that has been left reeling from the after effects of the Y2K challenge, has resulted in an environment that cries out for inspiration, vision and strategic direction. Some of these attributes are often found within the newly emerging dot-com companies but are more desperately needed within the more traditional establishments. There are always plenty of untapped abilities that need to be recognised and grown within companies, but strong leadership is needed to identify these individuals if we are going to take up the challenge of survival.
Today, there appears to be very few people who know how to manage through critical thinking and the ability to address strategic issues. Motivation through effective leadership is also in short supply. Perhaps management of the past was defined on the success of the companies and the booming IT industry provided a perfect vehicle from which average interpersonal abilities could be successfully positioned. Changing circumstances have resulted in an environment that is now exposing areas of weakness and confusion. Unfortunately, there are few effective fixes that can heal the gaping wounds of dissatisfaction and disloyalty that the true "professionals" within the industry are identifying at senior levels within their environments.
Although many people may have a degree or diploma that may be viewed as a passport into a management position, they lack the necessary managerial wisdom that is inherited through either mentoring or exposure to effective people interaction. Other than pure good luck it is only the essential and genuine interpersonal skills that can be relied upon to safely manoeuvre teams, divisions and companies through the rapidly changing situational challenges that are presenting themselves in today`s environment.
Competitive advantage
While IT has changed the way in which corporations do business, I feel that the technology that makes our lives easier has also contributed to some of the difficulties that managers now experience. As IT lunges nearer and nearer to the critical business functions in its ability to provide the much-needed competitive advantage that companies are seeking, it often exposes its Achilles heel in its inability to motivate, grow and retain its own intellectual capital. This leads to a continued disillusionment with our industry and an often weakened service provision that is the mainstay upon which successful projects and services depend.
Essentially employees in a middle management position right now are unable to move into development roles. One of the hallmarks of both good managers and leaders is the ability to allow others to take over from them. In my opinion this skill has not yet been underlined and highlighted and because it is lacking; the IT industry is in the process of creating its own hurdles that may lead to unnecessary turmoil affecting the lives of all employees and associates. This in turn will lead to more unnecessary upheaval and turbulence for the foreseeable future if a counteraction is not put into place.
What is the answer? I believe that successful companies of the future need to focus on the lifelines available within the industry such as professional coaching, mentoring and internships. Those who can see through the current industry turbulence and who can stretch out in becoming proactive in soft skills development will halt the trend of many individuals who are currently veering towards self-employment. The building up of healthy and determined environments will attract the people who do not consider themselves or others to be purely a resource. Their drive and asset-like behaviour will contribute towards the underpinning of successful businesses for the long-term.
Any investment in staff is a good thing, and the return on this investment is likely to be exceptionally high at this time. The choice is yours. Change is not compulsory and, after all, survival is an option.
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