The Caring Manager : Leading in crisis

Having been a manager almost all my working life, I have made many mistakes, and more important, also learnt a lot from these. One of the key things I have learnt from my own experiences, as well as from watching other leaders, is that your manager role is an extension of yourselves.

It is about who each of us is as a person. Of course, managerial skills are important to be learnt and honed. But essentially and at the core, it is how we use our skills and tools that makes us a great manager, or not. These "inner" traits show up much more during the times of crisis, like the one we are going through in India right now.

Here are three simple continuums that talk to each of us as managers. We can plot ourselves (and others) on these and see how we show up.

These continuums are purely in the context of how we can make a deep difference to our people, our teams and those around us, especially at emotionally draining times.

On the self centric to inclusive continuum, look for managerial behaviours like:

• pro-actively reaching out and communicating to team members (or not)
• the tone of conversations--is it focused on how others are managing, coping, feeling (or not)

On the Inactive to Focussed action continuum, look for managerial behaviours like:

• Helping out team members, or chipping in with getting actual work done when team is stressed or overburdened, or just reviewing, monitoring and following up
• Getting stuck or numb, or not helping remove bottlenecks for team or members, or not provide physical, financial and emotional resources under one's control.

On the Indifferent to Empathetic continuum, watch carefully for these behaviours:

• Deep and careful listening, and keeping quiet rather than filling in silences because they are uncomfortable
• Acting on specific requests of team members quickly, respectfully and appropriately, even if it is a no to something.

In addition, at the mindset level, there are five key things I have learnt from my managers and other leaders I have watched closely.

• As a leader, you can only take care of others if you also take care of yourselves.
• Investment in your people, that does not require money, is completely in your control.
• You have to initiate a conversation, reach out and a helping hand: most people reporting to you expect that.
• Listen to what is being said but a lot that is being unsaid, especially when you are senior and in a relatively more powerful position.
• Do, don't talk. Many managers say all the right things but when it comes to doing, they lack courage and conviction, and sometimes just energy.

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Bimal Rath is an author and entrepreneur. He is interested in and supports the coming alive of human potential in all his pursuits. To get a hint of his professional work in "helping organisations leverage their talent better" visit thinktalent.co