FEATURE INSIGHT
in the industry. For example, knowledge of compliance is essential, and now that companies are moving into global markets, an understanding of how things are done in other countries also helps. Fellow CIPP board member Liz Lay, admin and finance manager for Aldi Stores UK and Ireland, says being a payroll manager “requires the ability to be adaptable, to be able to manage change, to work to deadlines, to be a good communicator and to know your team”. She adds: “Adaptability is the key, being able to adapt your leadership style to the different requirements of both the task in hand and the team members. Each team member will have different skills and levels of experience. It is important to keep them motivated, know their strengths and weaknesses and provide opportunities for development where required and progression where possible.” Kerridge agrees, believing that the biggest challenge in managing people is dealing with different types of personalities, egos, behaviours and emotions, as well as handling sensitive or difficult situations. “Every employee is different, and managers need to understand what drives their productivity, how they react to different situations, and recognise the impact their behaviour can have on others,” he says. Holding regular one-to-one meetings will ensure managers properly get to know each person within their team, to learn exactly what they need and how they prefer to work. “In difficult situations, making the effort
to listen is just as valuable as providing an effective solution,” says Aimée Treasure, head of marketing at recruitment company VHR. “Managers who give their employees the space and time to express their opinions and feelings will create engagement, trust and loyalty.” ...managers can’t know it all and, interestingly, vulnerability is a vital attribute to become a highly successful leader... Simon Ashton, head of learning and development at consultancy Phoenix Leaders, agrees that frequent communication helps to build trust between both parties “so individuals will feel comfortable and confident approaching managers about any concerns they may have”. He adds: “The ability to articulate and clarify tasks will help establish the goals and the purpose of the team.” In addition to being active listeners, managers should provide their team with appropriate coaching, including timely and specific feedback that is both challenging and constructive, says Ashton. “A growth mindset is invaluable in order to keep an open mind and enables managers to view mistakes as an opportunity to develop,
rather than making snap judgments.” Coach, trainer and speaker Sarah Jones emphasises the importance of flexibility “so managers can recognise exactly what leadership style is required at what moment”. Expanding on the point, she says: “When you are first working with a team, it may be effective to employ more of a directive style to ensure everyone is aware of what is expected of them and this can then be relaxed as you learn more about each other and ask for feedback and amount of direction required by each individual. “Similarly,” she continues, “if a challenging situation arises it can be more effective to guide others towards the solution until the worst is over. Flexibility is also really important as everyone in the workplace will learn and communicate in a different way and as a manager you should be able to adapt accordingly to support others to excel.” Treasure concurs, insisting that “adapting your management approach to each individual in your team is vital to get the best from each employee”. She adds: “The ability to tailor your management style to those with different job roles, perspectives, needs and challenges ensures every employee builds a strong relationship with their manager and fosters a diverse and inclusive environment.” Of course, managers can’t know it all and, interestingly, vulnerability is a vital attribute to become a highly successful leader, according to Kate Turner, founder and director of Motivational Leadership. “However,” she adds, “this attribute is very often misunderstood. For instance, many believe that to be vulnerable they have to expose their innermost thoughts, vulnerability is about bravery. It is about being courageous, having self-awareness and most importantly leaving our ego at the door. In addition to this, having an ability to envision and communicate what success looks like to your colleagues, and of course bring them along with you, is essential.” Jon Cowell, chief executive officer at leadership experts Edgecumbe, adds ‘humility’ and ‘integrity’ to the list of essential management attributes. He explains: “Humility protects against a feeling many managers struggle with: that they should have all the answers. This or spill out their childhood secrets, but this isn’t the case at all. Rather,
| Professional in Payroll, Pensions and Reward | December 2019 - January 2020 | Issue 56 40
Made with FlippingBook - Online magazine maker