Introduction
“The Benefits of Being a Hands-On Manager” is the book’s fourth chapter that requires additional consideration. Several noteworthy aspects most interested me from the material I have read. Firstly, I realized that influential leaders always act calmly, judiciously, impartially, and confidently and do not panic in critical situations (Marriott, Jr. & Brown, 2013, p. 59). They competently manage their emotions, do not give in to provocations, remain unfazed by hardships, and approach everything consistently and systematically.
Secondly, Marriott, Jr., and Brown (2013, p. 59) claim that a talented manager is primarily a hands-on manager who radiates energy, positivity, and enthusiasm. Such people do not look down on the staff but try to understand each employee’s experiences. They actively participate in the team’s day-to-day activities and decisions, communicate frequently with subordinates, maintain open communication channels, provide regular feedback, and mentor. They are not indifferent to the microclimate in the team and, therefore, look for compromises, smooth out sharp corners, and promptly resolve conflicts.
Employees Contribution and Leader’s Involvement
Additionally, workers’ contributions are valuable and unique to the organization. Directors must refute the idea that large corporations are faceless machines and be open and friendly to each team member (Marriott, Jr. and Brown, 2013, p. 61). Good leaders should be able to listen to their subordinates and understand their problems and needs, which is called empathy. Similarly, I now know leaders should not rely solely on second-hand information but see what is happening for themselves (Marriott, Jr. and Brown, 2013, p. 64-65).
Effective managers do not sit in their offices all the time but go to the places, find out the circumstances, and try to take them under their control. One can avoid potential calamities through persistence, perseverance, tenacity, and vigor and achieve success, high performance, and prosperity. Indeed, many interesting points are presented in the chapter, but the outlined points are sufficient for understanding the material’s general essence.
Leadership Concepts and Values
The power of calm is a leadership value that I apply to the first point. I can use it in the workplace in problem-solving, a consistently creative and analytical process that requires logic, cold calculations, and unhurriedness. Hands-on management is a leadership concept that I relate to the second point. It is a leadership style that I will actively use in my work, focusing on motivating and supporting staff without separating myself from the day-to-day side of the organization.
The value of employee engagement is a leadership concept applied to the third point. This is certainly a meaningful aspect that I plan to use in my current job by being friendly, listening to colleagues’ opinions on meaningful work and personal matters, and trying to help and lend a hand. Proactive leadership is another concept correlated to the fourth point I will apply in the workplace: thinking long-term, overcoming challenges promptly, and minimizing risks by thinking through each step in advance.
Conclusion
In conclusion, chapter 4 is predominantly devoted to the significance of being a hands-on manager. Such leaders are calm, decisive, diplomatic, open-minded, and objective, do not panic, and remain vigilant in any situation, even the most confusing and contradictory. They are good at remembering details and know employees, their names, interests, needs, wants, and thoughts well. Undoubtedly, they keep their distance, not allowing cronyism, but also not following excessive formalism, but finding the golden mean, some balance in communication and interaction with colleagues.
At the same time, such leaders reject the preconceived notion that large companies view employees solely as cogs in a machine. On the contrary, they help the team, give valuable advice, and guide each worker’s actions and decisions in the right direction. Finally, leaders must be active, dynamic, proactive, and restless, learn firsthand information, and not sit in offices, performing exclusively routine tasks.
Reference
Marriott, Jr., J.W., & Brown, K.A. (2013). Chapter 4: The benefits of being a hands–on manager. In J.W. Marriott, Jr. & K.A. Brown (Eds.), Without reservations: How a family root beer stand grew into a global hotel company (pp. 58-66). Diversion Books.