Four Lessons for Today’s Enterprising Manager

Four Lessons for Today’s Enterprising Manager

            Modern Business environment is increasingly becoming competitive. It is hard for today’s leaders to execute their tasks without adopting an enterprising personality. A careful analysis of successful firms shows an embrace of an enterprising managerial style often characterized by an exhibition of talent and a persuasive culture. In fact, one of the major traits an enterprising manager possesses is the ability to solve emerging problems through risk-taking. It is undeniable that an organization that expects continuity in its annual success streak ought to incubate enterprise skills and attributes in young managers.  

Characteristics of the Enterprising Manager

Intuitive Decision Making

Individuality, leadership and creativity characterize enterprising individuals. Managers that have such traits can make major business decisions intuitively with limited information. This ability is crucial in gaining a competitive edge. Hesitation in decision making eats on valuable time hence enabling competitors to close in the gap. Organizational leaders that lack enterprising skills are a liability because they pose a threat to the future prospects.

The outgoing nature of an enterprising manager can cost a fortune to the firm. Chances are higher if the intuitive decision involves an investment of sizeable amount of resources in unproductive or new technology. Better yet, a risky gamble can prove to be a turning point to the organization as in the case of Apple’s introduction of iPhones. History shows that employment of intuition in decision making yields success rather than failure.  

Taking Initiatives

Enterprising managers utilize their know-how to rally support for an initiative. They are credited for initiating transformative technologies and business culture adoptable by start-ups. Business initiatives demands extensive research and development measures that gallops resources. However, it is notable that the return on investment exceeds expenditures in the long-run. Taking initiatives is a trend in today’s tumultuous business environment because it ensures the long-term sustainability and the survivability of the organization.

Identification of Opportunities

            Overdependence on one source of income diminishes the firm’s ability to wither market and economic storms.  Enterprising managers are keenly aware that the tectonics are shifting beneath their feet. Therefore, it is their life-long goal to identify and grasp business opportunities. The modernization of business industry presents unlimited opportunities. However, not all business managers have the necessary instincts to identify and tap into its unprecedented benefits. 

Problem Solving

Providing a solution to a business problem is one is one of the managerial duties. Most of the issues arising in large business organization require an undivided attention of the senior management. Delegating such to departmental heads or low-level management can spell a doom to the future business performance. Thus, it is imperative for the position-holder to possess problem solving skills. Stakeholders consider enterprising persons due to their ability to offer quick and effective fixes to rising matters in the internal and external business environment.

Strategic Thinking

Strategic thinking is essential in the establishment of a realistic vision and mission of the organization. As business environment change due to economic uncertainties, there is a need to draft new business strategies easily adoptable and implementable. Enterprising managers can tackle this and other mounting business challenges. Strategic thinking seals the managers’ fate as long-term business leaders. In addition, the ‘role-model’ status of strategic thinkers inspires young employees and potential future managers.

Enterprising employees can drive forward the company because they develop fresh business ideas, seek new business partnerships and explore uncharted business territories. They are energized and motivated to introduce new services and products to an ever expanding market. Their innate abilities enable an improvement of business processes and savings.

Attributes that Should be Developed in Young Managers

There are multiple personal attributes that should be possessed by young managers. Some of the qualities are fundamental in ensuring business continuity and reengineering, but a misuse of these abilities prompts a sharp decline in business performance. Therefore, it is necessary to train managers holding junior positions on ways to adopt and exploit the attributes to the advantage of the organization’s overall performance. Such a move installs a distinctive business culture that sets it apart from the rest of the pack. Customers and other business stakeholders are on a constant lookout for a managerial value that anchors the firm hence its long-term existence. A failure to impart critical attributes on young managers can result in a power void hence scaring off business investors and loyal customers.

Belief in Self

It is hard for employees to trust or back decisions made by a manager that lacks self confidence. A successful manager should demonstrate authority and composure even during the times of adversity. A leadership by example consolidates the manager’s influence on the workforce hence an ease in restoration of the firm’s optimal performance.  It is easier to rally the stakeholders behind a new concept or business idea especially if the manager had demonstrated a belief in self in the past. In light of this, it is detrimental for the firm’s leadership to enact policies that ensures an impartation of crucial managerial attributes to the young employees to ensure smooth transition of leadership.

As time phase out an old leadership generation, a new team of managers take over.  This implies that leadership changes in an organization are imminent. Failing to train young leaders on the need to believe in self may result in chaos. On the other hand, developing the attribute early familiarize young leaders with their future roles. Most importantly, the organization saves substantial resources through the business stability.

Goal Oriented

Business organization s have goals to be achieved periodically. The objectives are derived from the overall vision and mission. A manager oversees the implementation of business strategies aimed at meeting the annual targets of the company. Young managers, therefore, should be made aware of the negative impact and repercussions of deviation from the firm’s main mission. It is possible that some of the young managers are in possession of important attributes like being achievement-oriented, but stakes are significantly higher in a charged business environment. Taking chances on imparting knowledge and skills to the young managers should not be an option.

During the selection process of a new successor, a background check on the young manager’s capabilities, commitment and dedication to service should be considered. Often, poor performance in an organization is traceable to lack of managerial commitment and loss of focus. The manager should regularly remind employees the core objectives and values of the firm.

Establishment of Relationships

The ability to network and establish beneficial relationship stamps the position of the organization as a dominant force and a competitive entity. Forging working relationship and alliances with the like-minded firms results in a pool of resources for a common course. An alienated organization hardly survives because of loss of touch on the current market trends and consumer needs. The ‘outcast’ status is avoidable if the attribute of building relationships is instilled in young managers. Notably, some relationship can derail the organization’s growth. While the benefits accrued from building business relationships outweighs the cons, attention should be shifted to its long-term effects.

Business relationships can last for a long period of time. A new organizational management can result in an establishment of new business relationships but not necessarily a scrap of existing alliances. Young managers should be briefed on the need to establish and uphold strong ties with business allies though a conduction of regular joint meeting to iron out rising issues.

Sense of ownership Strong

A culture of ownership is a building block for an established firm. During early years, young employees should be encouraged to adopt a sense of belonging as a vital attribute of motivation. This is made possible through involvement of junior staff in decision making. Additionally, human resource department should introduce policies that accommodate employee’s personal needs. In the long run, the measures prompt cohesion and sense of belonging. The accrued motivation cements transparency as one of the firm’s core values hence achievements of set goals and objectives.

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