Replacing "managing up" with a culture of self-management
In our last episode, our host Sara Lobkovich took the antiquated concept of "managing up" to task. This episode is part two in this two-part series, where we dive into why and how organizations can replace "managing up" with building a culture of self-management. With norms established around expectations and goal alignment, communication, and candor and truthfulness, organizations can center their most important outcomes more effectively; manage healthy conflict to achieve necessary change; and trade inefficient spin- and politically-motivated posturing for increased comfort with difficult truths so that blockers can be tackled head-on. A culture of consistent self-management reduces cognitive overhead for workers and leaders and gives everyone in the organization a shared language and practices to help increase mutual understanding of expectations and how people can succeed, together. We'll introduce the three foundational elements of self-management:
- Clear expectations (and aligned goals)
- Mindful communication, and
- Candor & factfulness
and seven supportive factors that improve self-management effectiveness:
- Intentional fidelity
- Accountability & ownership
- Collaboration and cooperation (and knowing the difference)
- Emotional regulation
- Conflict competence
- Self-awareness, and
- Intellectual humility.
These skills can be learned and developed by leaders and "doers" alike.
You'll hear how self-management ultimately enables everyone in the organization to do their best work: from the C-suite to the summer intern.
Mentioned in this episode:
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