To develop organizations successfully, you first need managers that have the tools for the job, says Professor Vlatka Hlupic
How do your managers shape up? What thought patterns do they exhibit and what sort of language do they use? In a previous article for Dialogue , I explored how weaker organizations (Levels 1-3) can shift to become successful ones (Levels 4-5).
But how do we get managers – the very people who can bring about organizational change – to make the crucial step from Level 3 to Level 4? You’ll have to wait for my next feature in Dialogue, to be published in Q3 2016, to discover how.
Meanwhile, see if you can spot Level 4 managers in your organization by studying the language and thought patterns they use. Here’s a great table that shows you the common phraseology to look for to separate your Level 3 people from your Level 4s.
|Level 3||Level 4|
|I am in charge||We can achieve great results as a team|
|I need to be in control||We identify shared values and aspirations|
|If they underperform, I may have to sack them||The more I delegate the more I get back|
|I feel overworked||I feel inspired|
|I worry about burnout||I am fulfilled at work|
|I do not tolerate mistakes||We try to learn from mistakes|
|My leadership style is based on formal power||I am seen as a role model|
Want to find out more? Watch out for my new feature coming in Q3 edition of Dialogue