Can a Manager Who Can’t Manage Themselves Lead Others Effectively?

Managing oneself and managing others are two distinct yet interconnected skills. The question often arises: if a manager struggles with self-management, can they effectively lead others? This piece explores the nuances of these skills and their interplay in the professional realm.

Self-Management vs. Leadership

Self-management is a set of personal habits and capabilities that include time management, stress reduction, prioritization, and personal development. These skills are crucial for individual success, but they are not necessarily the be-all and end-all of managerial abilities. Leadership, on the other hand, encompasses a broader set of skills including communication, decision-making, and strategic thinking. While self-management is undoubtedly important, it does not alone determine a manager's overall effectiveness in leading others.

Assessing Managerial Capability

Whether a manager can effectively lead others is ultimately a judgment of their superior or a team evaluation. It is not for external parties to decide. Superior or team leaders can evaluate the manager’s capability based on specific criteria, such as their ability to set clear goals, effectively communicate, manage resources, and delegate tasks.

For instance, a manager may lack self-management skills but excel in resource allocation and delegation. They might be able to assign and delegate projects to team members effectively, ensuring that tasks are completed efficiently and within scope. The key lies in a manager’s ability to align their strengths with the team’s needs and goals, rather than being held back by personal weaknesses.

Areas of Weakness and Strength

Everyone has areas in their lives where they manage poorly, and these can affect different aspects of their professional life. For example:

Failing Marriages or Control Issues: These personal issues may influence a manager's ability to manage stress or handle high-pressure situations at work. However, these issues do not necessarily undermine their capability to lead or manage others, especially if they have developed other management skills. Beyond Personal Aspects: A manager might be highly competent in their core role, such as team leadership, but face challenges in other areas. For instance, they may be an exceptional team leader at work but struggle with personal relationships or investments. These challenges should be considered in the context of their overall effectiveness as a leader. Overlap in Skills: Skills developed in one area often overlap with others. For example, a great hockey player may not be a good violinist, but this does not detract from the skills they have developed in hockey. Similarly, a manager’s skills in team leadership can be leveraged even if they struggle with personal organization or time management.

Developing Managerial Skills

The skill of managing others effectively is largely developed through professional experience, combined with some earlier roles as a team leader or mentor. These earlier experiences provide a foundation for leadership, but do not guarantee success in all areas.

It is important to recognize that self-management and leadership are separate but related skills. While self-management is essential for the manager to handle their own challenges, it is the manager’s overall ability to lead and inspire others that truly measures their success. A manager may not excel in personal areas, but they can still be highly effective in leading a team if they leverage their strengths and compensate for their weaknesses.

Conclusion

In conclusion, a manager who struggles with self-management can still lead others effectively if they have compensating strengths. The key is to focus on leveraging their strengths and continuously improving their leadership skills. Managers should seek feedback from their superiors and peers to identify areas for improvement and work towards becoming well-rounded leaders.