Are You A Responsive Manager

April 23, 2008

Written By Work911

The responsive manager tends to succeed by building bonds of respect and trust with those around him/her. Staff respond positively to responsive managers; they work more diligently, work to help the manager and the organization succeed, and will go the extra mile when necessary. That is because responsive managers act consistent with the principle that their jobs are to help their staff do their jobs. So, a basic inter-dependence emerges based on behaviors that show concern, respect and trust.

Responsive managers also influence those above them in the hierarchy. Because responsive managers have the ability to read and act upon the needs of their “bosses”, they are perceived as helpful and reliable, or in a simple way, very useful. This allows them to get the “ear” of people above them in the system, and further helps get things done when needed.

Contrast this with the limited influence of the Unresponsive manager. The unresponsive manager is restricted in influence because those around him/her do not respect or trust them to look out for their welfare. Influence is more limited to the use of power coming from the formal position, and fear, a motivational component that is hard to sustain over time. Unresponsive managers tend to be perceived as self-interested, or at best uninterested in the needs of those around them. They also tend to be perceived by those above them as less reliable and less useful due to their focus on empire building, organization protection, and self-interest, rather than getting done what needs to be done.

2 Key traits of a Responsive Manager

Able to put aside personal concerns to listen to those around them. As a result, they know what is going on, and know what is both said, and said between the lines. They have the knack of appearing to know what people need even if those needs are not expressed directly.
Acts upon knowledge, attempting to help fulfil the needs of employees, superiors, etc. Responsive managers wield influence to solve problems for those around them, often before even being asked.

Example:
An employee had been working for a government branch for about a year, having moved to the city as a new resident. In a casual conversation, the supervisor noted that the employee wasn’t looking his or her best, and asked how he\she was feeling. The employee explained that he\she hadn’t been feeling well lately, and sounded very tired and overwhelmed. The supervisor determined that the staff member didn’t have a local family doctor, asked if he\she would like the Human Resources supervisor to help arrange an appointment, and then proceeded to do so immediately. The problem turned out to be a minor one.
In this example the supervisor was able to identify that the staff member was in need of some help, despite the fact that the staff member did not state this explicitly. Note that the supervisor didn’t pressure the staff member to go to the doctor, but identified needs, checked them out, and then acted upon them. In this case, help consisted of direct, helpful action.