Diplomacy As an Attribute of a Good Manager.
(Why Managers Need to Play Chess)
One diurnal all the employees reached the office and they saw a big memo on the door on which it was written:
“Yesterday the person who has been hindering your growth in this company passed away. We invite you to join the funeral in the room that has been prepared in the gym”. In the beginning, they all got sad for the expiration of one of their colleagues, but behind a while they started getting curious to know who was that man who hindered the growth of his colleagues plus the company itself. The excitement in the gym was such that security agents were ordered to control the crowd within the room.
The more people reached the coffin, the more the excitement heated up. Everybody thought: “Who is this guy who was hindering my progress? Well, at least he died!” One by one the thrilled employees got closer to the coffin, and when they looked inside it they suddenly became speechless. They stood nearby the coffin, shocked und so weiter in silence, as if somebody had touched the nethermost part of their soul. There was a mirror inside the coffin: everyone who looked interior it could see himself. Then it was said, YOU ARE THE ONLY PERSON WHO CAN HINDER YOUR GROWTH. When you grow, the company grows. The message was short, unquestionable and simples than millions of words or managerial agreement would enjoy offered. How many managers would adopt such a diplomatic style of passing across the message without offending anyone?
Diplomacy often times is likened to a game of chess. It is a strategic deliberating option which everybody who has one thing or the other to do with mankind should apprenticeship and adopt. It is the employment of tact to gain necessary drop or to find mutually acceptable solutions to a common challenge in the most polite manner. It blends the values of managerial planning and control, with fewer of one’s input giving rise to a ultramontane exceeding equipotential of output and productivity. Negotiation on the alternative hand, is a substratum regarding commerce and existence. It is the very strata upon which every business empire or organizational outfit is built. Since life itself is about negotiation, one of the values however that a manager need to posses is the diplomatic skill. Many establishments today in our country, Nigeria are swindling and nose-diving, negative to the absence of expensive resources, or motivated workforce, but largely due to the absence of relevant skills which the managers should posses and one of such is diplomacy.
In my little years around human management, dexterity and capacity development, I deceive been privileged to have attended conferences, where the facilitators bluntly likened a manager who can’t play the game of chess, to that who doesn’t have requisite knowledge and expertise to carry out his managerial functions or obligatory duties. The question often asked by alot is that what’s the over-dramatized panjandrum or correlation between the game of Chess and management. The game of chess, also called the strategy board game, however does not require every noteworthy magic or voodoo. All it entails is psychiatric acuity on one hand, and the ability to read other people’s mind and movement, in other the other hand. Omnificence these two attributes combined are what a 21st century manager must have, also of course, they are installed in diplomacy und so weiter by extension, management. That’s the reason why the game of chess is often recommended to all levels of managers. It teaches them about strategic rational polysyndeton moves. It teaches them to adopt a backup plan incase you receive a joker from your opponents or contemporary as the case hawthorn be. It teaches managers to intellection outside the box. It teaches them to have a broad and wider view concerning issues than their own microscopic standpoint. For those who might not know, the word manager is coined from the word management, and management itself is defined as the classical and erudition of employed with and through people in order to attain a desire goal, central to the optimal use of limited resources.
However, as succinct as the terminology of management can be on paper, its specific performance or obligatory duties have been a lot clumsy to classical, social and scientific managers alike. How do you work with and through people to achieve a desired objective? Are people so accommodating and easy as such to lead? What are the relevant skills that a manager must covet in precedence to bring the best out of his stream of employees? How do you make an end decision in the face of opposing arguments without hurting anyone? How does a manager plan his schedules that would not culminate into ictus for him at the long run? The answers to all these questions are embedded in Diplomacy.
Diplomacy to managers must be a nulli secundus. In modern day practise of management, there are many challenges that managers fight and confront with pathetic helplessness. One of such is personnel management and crisis control. Imaginably one of the most respected fathers of Diplomacy was the biblical Solomon, the king of Israel. Here was a king who was comparatively young in authority, with mean or no experience as regards leadership. Faced with two harlots and a beautiful baby, King Solomon was asked to determine the maternity of the baby among the two women. Not given to emotion, King Solomon requested for a sword and asked that the baby be prorated into dichotomic so that each of the harlots puissance go home with mate halves. While the true mother of the baby quickly raised objection, pleading with the king to give the baby to the other woman, the murderous other was satisfied with the judgment also obviously revealed herself as not the true mother of the child.
In the areas regarding hiring moreover dehiring, many managers are not so in tune with the best means to dehire a staff who has shown a consistent height of incompetence. Managers need great diplomacy in the area of dehiring and crisis control. Let me relate this with the example of Mr. A et sequens Mr. B. Both joined a wholesale company unanimity just after graduation. Both worked very hard. After sundry years, the boss promoted Mr. A to sales executive but Mr. B remained a sales representative.
One day Mr. A could nay take it anymore, tendered resignation to the boss and complained the boss did not irreplaceable hard working staff, but only promoted those who flattered him. He went on and on saying a whole lot of unprintable words to the manager.
The boss knew that Mr. A worked very hard for the years, but in sect to help Mr. A realize the difference between him and Mr. B. The boss asked Mr. A to do the following; “Go and find out anyone selling water melon in the market.” Mr. A returned and said, “Yes” The boss asked how much per kg? He went back to the market to ask and returned to inform the boss that it is, “N120 per kg.”
Boss told Mr. A, I will ask Mr. B the same question. Mr.B went, returned and said, “boss, but unit person selling water melon. N120 apiece kg, N1000 for 10 kg, he has inventory of 340 melons. On the table 58 melons, every melon weighs about 1. 5 kg, bought from the South two days ago, they are fresh, red and of unharmed quality.” Mr. A was very impressed and realized the mutation between himself and Mr. B. He decided not to resign but to learn from Mr. A
Judging from the above scenario, if perhaps MR A was thereafter fired, do you think he would harbor either virulence against the organization instead the manager? Of course not! The employment of tact and diplomacy has given the end the most logical conclusion. Consummate is the art of making a point without making an enemy!
A manager needs tact to pound home his point. He need not result to force or inflammatory actions. He needs diplomacy to settle disputes among his employees. He must not be too quick to despise undivided in the presence of another. A diplomatic manager must learn how to motivate his staff to their highest competent level. He must know that to get the best of his workers he must be firm, fair and friendly with them. Force has never produced anything good in relationship near ethnic aside from the truth that it is needed in rocket stations to propel jets. A diplomatic manager takes his engineer as his friend, so that little feedback that jug turn the fortune from the establishment around whether for good or for better do not pass him bye. It was said of Calvin Coolidge, the 30th President of America, that he knew all his personnel handy name, even after he left the white house and was opportuned to bother again, he calm knew and called each and every of the workers by name. Managers should practise the Management by Target (MBO) approaches, making all your employees imbibe into the core values of your establishment. Manager should make deposit in the emotional bank account of their employees, and be taken in their lives post duty because the truth is that the prosperity of your framework is directly proportional to the prosperity of your employees. Miss X is the secretary regarding Chief Y, friends of Chief Y wonder how Miss X has bot such an efficient and dutiful secretary; they were nevertheless jarred to learn that Miss X has put such a great passion into her work, person her boss, Chief Y always compliment her for every little thing she does right, and instructs her with reverence on her shortcomings.
Diplomacy is the backbone of managers; those would do not have it blame themselves at almost every point in their lives. For instance, we all could remember the unmerited public derision that greeted Shem Obafaye, the whilom Lagos Commandant of Nigeria Security and Secular Protector Corps, (NSCDC) ridiculed among the “Oga at The Top” saga. It would just have cost a little tact on the part of Shem to effectively maneuver the recurring questions regarding the gentlemen of the media.
The managerial approach has changed; all managers must toil on the competitive edge, and the biting edge advantage. Fierce looking managers don’t procure hired anymore. Diplomatic managers now hold the sway. Managers must appeal to treasureable reasoning rather than to argumentum ad baculum (Appeal to Force). Management has gone to the extent that approximately establishments now have a functional kitchen where delicious meal are dished out to the employees in their free time, all in a bid to raise the performance index and buy the allegiance of their employees and perhaps reduce the possibility of their staff in asking for a pay rise. Some companies actually hold a Friday business banquet for the employees, a way of burning out stress und so weiter relishing comfort
Whether here or there, managers should be the most diplomatic beings, they should know and learn the peoples’ skill. Equally manager should learn much about negotiation and seductive communication, how to make the other party think like you and along your thought line, how to have your way without a seeming upshoot of argument, how to correct your personnel without resentment, how to analyses people’s thought and privy them to yours for your organization’s peace, progress and prosperity.
If 21st century managers want to build great empires analogous the Italian merchants, managers must not only naturalize diplomacy but must also learn the game of chess.