Magazine article New Zealand Management

Future-Proof Your Career

Magazine article New Zealand Management

Future-Proof Your Career

Article excerpt

Q Can you advise what main trends a manager should focus on for their own development and effectiveness over the next couple of years?

A There are so many books, reports, articles and theories available on the future of management that it can be quite challenging for a manager to identify what they should be doing to develop themselves. Very broadly there are four emerging themes that are likely to significantly impact on management effectiveness over the next few years.

The first is for a manager to have the ability to create an environment where people are willing to become fully engaged. This will develop employees who give more of themselves and their ideas, thereby creating competitive advantage for the organisation and more satisfaction for the employee.

The second emerging theme is for a manager to be able to identify the core behaviours that make their organisation more capable of achieving its strategic objectives. Examples include innovation, flexibility, speed and good decision making. Managers can deliberately set out to identify the core behaviours for their organisation and role model them themselves. They can also coach other people within the organisation to deliver these behaviours effectively.

The third emerging area is the application of rising technology. Computers and information technology in general will make another quantum leap forward over the next few years. Managers who keep up with the play and are able to utilise the new technologies and systems will ride the next wave of growth successfully.

Finally, managers should focus on building their own credibility. In the future, organisations will be more organic than hierarchical. They will form and reform networking relationships as needed. Personal credibility will become even more important as people will be meeting and working in shorter relationships.

Managers who ensure they understand the business disciplines of other managers as well as their own, who understand how their organisation works and the external factors affecting their business, and who develop personal effectiveness skills such as presentation skills, effective communication and coaching, will be seen as leaders and capable managers in this changing environment. They will engender trust and be sought after for their input.

Q Any advice? I manage a non-profit organisation and find it hard to get people to focus on building the business.

A Non-profit organisations often have heir own set of management challenges. They frequently develop regionally and as they grow over the years find they need a more unified structure. This can create significant tensions internally as the regional units tussle for leadership with the national body. It also makes it difficult to implement global strategies and to gain effective use of resources across the organisation. …

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