In the article by Joe Light, Bosses Overestimate Their Managing Skills, one can learn surprising information. The thing is that according to the DDI survey twenty-two percent of managers “said they never questioned their ability to lead others in their first year as a manager” (Light, 2010). It means that the majority of managers and leaders are sure that their skills are almost perfect in all necessary spheres of leadership. Light admits that only the quarter of the questioned people highlighted that they regretted their promotion and career position in this or that way (Light, 2010). Of course, the principle of assertiveness is a very important factor for a manager. Still, it is obvious that such attitude towards one’s abilities and knowledge, total self-assurance, is a negative aspect in the contemporary system leadership.
It is not a secret that there are ten skills a manager should develop: work standards, planning and organizing, decision making, communication, technical and professional skills, initiating action, adaptability, coaching, gaining commitment, and delegating. The majority of the questioned managers admitted that they had only slight problems with the last skill, delegating. Other problematic fields are gaining commitment, and coaching. Still, “no more than 15% of managers pointed to any one of those as a “development area” (Light, 2010).
Another issue which is raised in the article is the problem of self-evaluation. The thing is that people who work as managers do not like to listen to any kind of criticism taking into account the fact they hold a post of leaders, which means that there are no drawbacks in the way they work. Moreover, such people try to avoid the mass feedback. “Although many employers take regular surveys of employee satisfaction levels, few CEOs are so courageous as to invite mass feedback on their own ability to inspire commitment” (Shellenbarger, 2010).
On the contrary, the majority of all questioned managers showed that there are no consistent fields in which they underestimated their skills (Light, 2010). This could mean nothing but a negative aspect for companies which expect their managers work brilliantly. The level of self-evaluation plays a great role in the aspect of management as a career. On the one hand, if a manger shows the signs of lack of self-confidence, it means that such worker would not be as successful as it is desirable. A manager is expected to be successful, because the essence of a manager’s work is to direct a small group of people or huge enterprises. That is why the profession of a manager is closely connected with a leadership and ability to guide other people and do it successfully and on high level.
On the other hand, if a manger is too self-confident, it means that he/she cannot estimate his/her knowledge and skills objectively. As a result, a manager overestimates his abilities, skills, and level of knowledge. Of course, one may acquit managers saying that high level of self-evaluation and even overestimation may be rather beneficial not only for a manager, but also for this or that company: if a person believes that he/she has certain skill, such belief may be transmitted into reality. Nevertheless, it is obvious that happy medium is a must principle to follow.
As a result the incorrect vision of his/her role in this or that company, his/her abilities may cause huge problems for managers. “In fact, a significant number of high potentials derail their careers because they act like anointed royalty” (Lublin, 2010). For example, more than 2,000 employees at the bank ING Direct USA will vote for the question whether their manager should keep or not his position. It means that ineffective direction may become a serious obstacle. It is obvious that a manager should have a positive image for those people whom he/she work with. Otherwise, the consequences would determine unsuitability for the occupation which may be ruinous both for career and psychological prospect.
Another aspect which a manger should keep in mind is the fact that there are no limits for perfection. If a manager considers that he is perfect in every field of his profession, it means that he/she is not ready to accept something new. In other words, a manger who overestimates his/her abilities and skills does not notice mistakes he/she may do. Moreover, there is no possibility for farther development for such managers. One has to seek regular rigorous assessments and help crafting a personal development plan in order to increase one’s self-awareness and professionalism (Lublin, 2010).
All in all, the article by Joe Light shows the necessity to change the attitude towards the role of a manager. Introducing the statistic of the DDI the author highlights the level of management incomprehension. Apart from the positive effect of overestimation of one’s abilities and skill, there is an obvious lack of professionalism which causes incorrect patterns of social perceptions of an organization. Moreover, overestimation may lead to incorrect behavior, inadequate personal attitude, and, as a result, cause various conflicts. In other words, managers should always keep in mind that such factor as overestimation may lead to various professional and personal drawbacks of management.
References
Light, J. ( 2010). Bosses Overestimate Their Managing Skills. Wall Street Journal.
Lublin, J. S. (2010). Getting Ahead as a ‘High-Potential’ Manager. Wall Street Journal.
Shellenbarger, S. (2010). Should Your Bosses Keep Their Jobs? Vote! Wall Street Journal.