There’s been talk in leadership circles for some time about conquering the gap between ‘knowing’ and ‘doing’, but there’s a third vital component related to what it takes to be a truly great manager, which is often forgotten and that is the subject of being.
Let’s explore this more by reviewing the knowing, doing and being triangle.
What’s the ‘Knowing-Doing’ Gap in Management?
‘Knowing’ is having a handle on the technical information and basic skills that you need to run a team. This could be information you learn at business school, through in-house training, from a coach or mentor, or from watching others: the key is that it’s at this point theoretical knowledge you have taken on board, as its information that you haven’t likely used yet in your role.
‘Doing’ is applying that theoretical knowledge to your role as a manager: it’s putting it into practice. This is where your studies and learnt skills about leading a team, accounting procedures, or project management come into play.
This stage of ‘doing’ their job is where most managers today tend to stall their leadership development- and that’s quite natural as very little attention has traditionally been paid to developing managers past the ‘doing’ stage.
A lot of effort has focused on transitioning managers from the ‘knowing’ stage to the ‘doing’ stage and thereby closing this problematic knowing-doing’ gap, but there is one last element that must be mastered to become a truly great manager, and it’s known in leadership circles as ‘being’.
What is ‘Being’ and how does it relate to management?
‘Being’ is the third stage, and it’s where management magic happens. It’s revealed in that great manager who is genuinely self-aware, has high emotional intelligence, and enjoys a level of trust and loyalty from their team, that other managers envy.
A manager who has mastered the art of ‘being’ in their role has a clear sense of values, is transparent and honest with team members, and leads by example.
Self-awareness is the key component to becoming a manager that has ‘being’ as a key focus of their own personal growth.
Why is self-awareness so important to management success?
Self-awareness requires that you look inwards to find out what motivates you, what triggers you, and what affects your decision-making process as a manager. A self-aware (and therefore ‘being’) manager will know their own strengths and weaknesses, and be able to listen to others’ feedback and suggestions openly without feeling their ego is being challenged. From a team-member’s perspective, they have a leader who listens, communicates openly, and can defer to others when they have a great idea.
Knowing this how can you improve your own self-awareness and ‘be’ the manager you truly want to be? Here are several practical suggestions.
Ways to improve your self-awareness
1. Start writing down the decisions you make at work, why you made them, and the outcomes you expect.
Make sure you review these notes in the future to see if your decision-making was sound, as looking back on your predictions and justifications later may alert you to certain patterns in your judgement.
Perhaps you trust too much, are too positive or negative in your assumptions, or tend to leap into decisions without carrying out enough research first. Keeping a ‘decision diary’ is a great practical way to build your self-awareness.
2. Delve into your strengths and weaknesses (and admire strengths in others).
Have a clear-eyed, dispassionate look at what you do well and what you do not so well as a manager. This exercise will not only identify areas where you could do with some extra training or effort, but it should also allow you to gracefully accept some of your weaknesses rather than hide them away. This strategy removes some of the ego from your management behaviour and allows you to delegate to and learn from others in your team who are more talented or skilled than you in specific areas.
3. Make a study of yourself and learn how you operate.
We all have certain dominant characteristics or behaviours that affect how we manage others, but it can be extremely beneficial to learn more about your default ‘personality type’ to improve your self-awareness. Certain online tests such as the Myers Briggs and Talent Dynamics identify which are your dominant traits, and these can be helpful in building a more self-aware management style. As a first start understanding your Insights Personal Profile will give you a huge level of insight and understanding about yourself.
4. Pay more attention to others.
A manager that has a high awareness of other people’s feelings can predict and guide their behaviour more effectively, as well as build a greater level of trust and loyalty within the team. You’ll also notice that as you build your own self-awareness, you’ll become more aware of your team’s strengths and weaknesses too.
So where are you on the ‘knowing-doing-being’ trajectory? Perhaps it’s time to build your self-awareness so that you can join the ranks of the truly great managers too?
Until next time,
Julia Carter
