Never underestimate the manager’s influential role

Managers can make or break a company in the same way MPs can make or break a Government. While they do not always have the ultimate power on policy making, their actions will determine if the vote goes for or against their party. Equally, their behaviour can have a huge effect on the image and credibility of their party

Some companies go to great lengths to ensure their staff are made aware of a new project, initiative or scheme. Road shows, communication meetings or lavish conferences are all arranged but in some situations though, bizarrely, managers are overlooked.

The very people who actually require the most information, education and opportunity to question or suggest alternatives at an early stage are the managers who tend sometimes to be by-passed in the great communication programme.

Involve managers at an early stage

Managers will be implementing, selling to their staff, answering their questions and allaying fears and concerns and sometimes doing all of this without actually understanding the full implications and not necessarily buying into the decisions made above them. So involve them from day one.

The 'experts' in your organisations

Managers should be considered as the 'experts' within your organisation. In most cases they will have the skills and experience to make a positive impact and influence all initiatives within their areas of operation and responsibility. They also have access to the right people to ask the right questions at the right time.

Nurturing the expertise available within your organisation

Organisations frequently forget their managers when it comes to personal development.  Coaching, guiding and training are key responsibilities and should occupy a large amount of each manager's time and activities. However, managers need assistance in honing these skills. One course at the beginning of their managerial career will not see them through!

Dividing time between people and operational targets

Managers sitting in 'ivory towers' and working on the operational side of their role and not making time for their people or not doing it effectively, are failing not only their team but also their customers. When setting goals with managers it is worth ensuring that they include people objectives as well as operational targets.

In conclusion

If managers are not actively supporting and working with their organisation's values, vision and mission, how can staff be expected to do so? Managers, crucially, are the biggest influencers of behaviour within every organisation.

There are times when unpopular decisions have to be communicated, explained and justified. This needs to be handled professionally, otherwise staff become dissatisfied, despondent and devalued.

Left alone, some managers will not cope, so involve them, use their expertise, nurture their skills and ensure they are focusing on their people as well as operational objectives.