There is a lot of talk about various professions disappearing, due to automation and artificial intelligence.
In truth, these changes in all industries are so fundamental and so disruptive, that not only many professionals are being extinguished, but one of the essential building blocks of every company: the manager.
The work of the manager is defined as: "the function that coordinates the efforts of people to accomplish goals and objectives by using available resources efficiently and effectively. Management includes planning, organising, staffing, leading or directing, and controlling an organisation to accomplish the goal or target. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources." (wikipedia)
In plain English: we need managers to organise work and get people to do their jobs.
Is this efficient? Is this even necessary?
The studies show: it's not. According to Gallup research only about 1 out of 10 people in management positions can do this job properly: engage their team, engage their customers, retain their top performers and sustain a culture of high productivity. 90% fail.
While companies rely on managers to deliver their business results, in reality the workers in a company deliver results most;y despite the managers, not because if them. They are payed to hold up a system of command and control that is killing engagement and creativity, arguably the most important success capabilities these days.
Given the massive disruptive change in the business world, the "engine"that runs the companies needs a radical re-thinking, too. Examples of this rethinking abound. (click here to learn more).
The essence of the new paradigm is a much wider distribution of power and control among the people.
So what happens to the manager? Here are some capabilities that will ensure, that they don;t become obsolete to their company:
- high level of self-awareness;
- the capacity to support self-organisation in their teams;
- the capacity to mentor;
- the capacity to support and encourage self-organisation;
- the ability to listenn and and engage all their stakeholders in a conversation about the work.
If they learn how to do that, the managers have crossed the critical line towards collaborative leadership and will be a hot asset for their company.