The Invisible Spotlight - Essay Example

 The Invisible Spotlight Review Introduction In the development of “The Invisible Spotlight,” management experts Craig Wasserman and Doug Katz focus on making a compelling argument relating to the fact that all managers work under the pressure of an invisible spotlight. In that context, employees have the opportunity to examine every word and deed of their managers. Nevertheless, most managers have no substantive knowledge or awareness of the existence of such reality. Most managements, therefore, tend to underestimate the implications of the passing moments, which are the central aspects of this management. The text is valuable in the course of presenting a practical perspective on generating or creating a sound management relationship. Thus, it enables readers to have substantive information on the soft side or aspect of managing. Management Relationship In contemporary workforce, managers have to make diverse gestures of encouragement to ensure employees maintain high levels of confidence and motivation to improve their productivity. In addition, the managers would have diverse passing conversations with employees during the execution of their roles. From the evaluation of the text, these aspects or actions by managers are valuable in the course of understanding the concept of management relationship. It is valuable to note that most of the management relationship with employees emanates from unscripted moments. In certain incidents, the moments are dramatic, quiet, or fleeting. Managers have the obligation of understanding the fact that these moments have potentiality to make or break the relationship with the employees or the workforce (Wasserman & Katz, 2011). Managers can use the moments to raise or lower the motivational levels of the employees, as well as make important aspects occur or stall in a matter of seconds. Remarkably, managers would yet barely notice the influence of their actions about the relationship with the employees in pursuit of competitive advantage. Managers need to pay attention and facilitate the creation of the pivotal moments rather than depending on the reflexes or instincts in the course of addressing the demands and expectations of the consumers (Wasserman & Katz, 2011). From the book, I have been able to learn the need for employees to control the influence they have, as well as encouraging acting with intention or purpose. That is an illustration of the self-control, which plays a critical role in making it possible for the managers to turn the glancing moments in lasting outcomes. Categorically, it is valuable to that these moments enable the organizations in the contemporary society to promote management relationships. The core of the work of the managers is to understand and utilize their management relationships with the objective of inspiring the workforce to deliver in accordance with the organizational policies and expectations. Furthermore, there is there is the necessity to facilitate innovation of the role of employees to encourage the achievement of diverse goals and targets. Managers should understand that an employee does not focus on creating the tone, standards, and direction for the relationship between the workforce and the management. Furthermore, it is ideal to note that the manager is the architect with the obligation and responsibility of creating the conditions that promote the best work among the employees (Wasserman & Katz, 2011). In case managers are doing something right, organizations in the contemporary society will have strong foundation relating to the management relationship. When the foundation faults or fails in attempts to addressing the demands and expectations of the consumers, managers fail to incorporate appropriate mechanisms to enhance the management relationship. From the above illustrations, it is justified that managers maintain the knowledge that their actions or moments have notable implications on the role and influence of the employees. That renders it valuable for employees to achieve their professional and personal goals in accordance with the expectations and preferences of the consumers within the market and industry of operation. Management Moment Last year, our organization was experiencing diverse issues, which were affecting the performance levels including image and reputation. That led to the creation of a meeting platform for the employees and managers to discuss the critical issues with the objective of enhancing the performance levels, as well as improve the image and reputation of the firm within the market and industry of transaction. From the engagement, managers were able to incorporate valuable communication skills in the course of managing the critical issue without anyone feeling ill at ease. From the information in the book, I tend to find that the approach, which our company did integrate, was ineffective in accordance with the expectations. In most cases, managers believe that they can use their positions to discuss serious problems or deficiencies without causing any pain and suffering. In essence, managers tend to determine their level or measure of success through evaluation of how ‘comfortably’ the conservation or discussion goes. Nevertheless, it is vital for the management to note that people do not change and improve whenever they are comfortable, but change when they are uncomfortable. Managers can fix nothing through varnishing the truth, which will only provide the platform for the avoidance of tension and conflict among the employees. Categorically, such employees fail to generate incentive, direction, and opportunity for the workforce to realize reforms. While handling critical issues, it is vital for the managers to consider management of significant or important moments rather than relying on the reflexes alone (Wasserman & Katz, 2011). Furthermore, it is critical for managers to recognize and employees through understanding their expectations. This is an essential aspect of the recognition of moments. According to the text, the art of recognition and encouragement is valuable in enabling managers to achieve their goals and targets. Managers need to ensure clarity that makes it more instructive in the course of engaging employees in pursuit of competitive advantage and sustainability within the industry of operation. Managers need to incorporate aspects of understanding credible moments. From that aspect, the management relationships relate to disconnects, which the employees can see rather than the declarations the workers hear. Managers need to have substantive information and knowledge in relation to the vital moments of recovery (Wasserman & Katz, 2011). Management comes as a challenging role of diverse moments: unknown and calculated moves. One of the greatest challenges to address with grace is the recovery from a mistake by the managers. Managers might dedicate themselves to honoring every principle, as well as prescription, but still stumble. That makes it valuable for the managers to have ideal qualities and mechanisms to recover from the mistakes. Management Passages Management proves to be a continuous process in which leaders have the obligation and responsibility to navigate effectively and efficiently. The achievement of progress through the management career effectively and appropriately requires the managers to adapt to the changing situations. Often, every competent manager tends to learn how to make the transition when they experience internal struggles among stakeholders. In certain instances, managers have experiences of unwanted developments relating to imperfect choices and unwanted outcomes. It is vital to note that employees’ achievements reflect the manager’s competence to address diverse aspects in the organization (Wasserman & Katz, 2011). It can be highly challenging and enduring management lessons. Managers have the obligation of bringing three elements to work, every day. The objective of the approach is to facilitate the organization towards overcoming imperfections. In the first instance, the manager has an obligation of bringing the mental map of application in the management role. That will incorporate everything the managers learn from the role models and training programs, as well as the reading and personal experience in the relevant leadership positions. Secondly, managers should incorporate planning and scripting in preparation for the interactions you expect to have concerning the lines and behaviors (Wasserman & Katz, 2011). The aspects must incorporate the internal dialogues with the objective of making specific moments meaningful, as well as productive in accordance with the demands and expectations of the consumers within the market and industry of operation. Finally, it is critical for the managers to bring themselves to the table. That incorporates the personal passions and preoccupations including preferences and prejudice or private anxieties and apprehensions and even physical and social quirks. Equally, it is ideal for the employees to adhere to the demands and expectations of the employees regarding the organizational cultures and policies in the competitive industry. It is valuable to learn the complexities and subtleties of the management, which are valuable in the course of learning a new language (Wasserman & Katz, 2011). Success of the management relationships will require that managers assess how the important moments unfold, as well as why they unfold in the manner, and what needs to happen next. That indicates that managers have to be the architects of the management in agreement with the demands and expectations of the employees, as well as the target market. Conclusion The book provides a perfect platform for understanding why the management role is not acquired naturally. Besides, the text is an illustration of the diverse implications of instincts and reflexes. Management requires practice, self-reflection, and discipline. From the book, it is vital to note that managers are architects of the relationships they form with their workforce or employees in pursuit of competitive advantage. Similarly, people do not change when they are comfortable, but when they are uncomfortable. Categorically, it is valuable to incorporate the concepts of this book towards improving effective understanding of the concept of management, as well as leadership in the contemporary society. References Wasserman, C. M., & Katz, D. D. (2011). The invisible spotlight: Why managers can't hide. Houston: Wasserman/Katz. Read More