The "Ghost" Manager
Ever heard of the concept "Ghost Manager"? No?
Well I can understand. It is not a common known term. But a very fascinating one.
To often managers have an "ego" problem. The management style is mainly focused on personal gain, and personal success, instead of creating a successful team and empowering team members. For every presentation, often created by team members, the manager is the presenter. In meetings the manager has the first, middle and final words. If a project is "important", the manager insists he will represent the department. An important task needs to be done? The manager will facilitate. And when there is a success to be shared, the manager takes the floor. I am not saying that this is common practice. But I guarantee there are a lot of those type of managers out there.
Then there are the "soon to be" Ghost Managers. Often in the role for a longer period of time. But not "aged" yet. Weighing the influence they need to "expose" to feel confident they are recognized. Shall I leave this with my team, or present it myself? Is it my success or a team member's success? They are on the path, but not there yet.
So when can we say we are dealing with a Ghost Manager? When he or she is barely noticed, but the team members are explicitly noticeable. The manager is mostly in the background. Pushing team members to take ownership. Trusting team members to deliver the required results. Hand out the task and "let go" of the process. Put them in the spotlight and let them personally claim the successes. Give them "the podium". In meetings, projects and presentations. Coach, assist, facilitate and trust them to deliver.
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The Ghost Manager is most successful when his or her team members are seen as very competent, energetic, approachable and seen as representatives of the department they work in. The main goal of a "Ghost Manager" is, to get the best out of every individual team member. To grow them in their competence and tasks. Grow their confidence. Prepare them to become the leaders and managers in the future. A "Ghost Manager" gets satisfaction in seeing the team members be successful and recognized.
There is a downside on the "Ghost Manager" concept. Often the impact that these managers have on a team is not fully recognized. Because they are seldom seen or heard. The team members are in the spotlights. Not the manager.
Still I would like to encourage the younger "manager" generation to become more of a supportive "Ghost" to their team members. Give the the podium. And their superiors to better recognize, and support the "Ghost Managers".
Do you have, or are you, a "Ghost Manager" in your organization?
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3 个月I have seen only a few examples of ghost managers. However, those teams always felt most positive and people have been eager to internally apply and move to those teams. Ghost managers have an incredible impact on the performance and well being of each team member. I encourage everyone to reflect and identify what managers they want to be for their teams or what managers they need to perform successfully.