Highlights – 13 November

This week, we’re turning our attention to the art of standing on one’s own two feet – with the support of others.

First, we speak to a Chartered Manager working in the emergency services, where independent thinking is a fundamental requirement. Professionals have to act quickly and decisively in challenging conditions – often when the stakes are as high as possible. In this week’s newsletter, we learn why West Yorkshire Fire and Rescue Service is supporting its people to become Chartered Managers, and how the standard aligns with the National Fire Chiefs Council Leadership Framework. 

In fact, the emergency services have plenty to teach the wider world of management. Management consultants are now drawing valuable lessons from the interoperability principles used in urgent and extreme situations to rapidly assemble teams. 

Encouraging people to work autonomously can also bring a huge amount of benefit to organisations – if managers are strong enough to cede control. Also in this week’s newsletter, we feature insight from two Chartered Managers who understand the value of prizing autonomy over micromanagement, and share some practical tips on how to do so. 

Very refreshing

We’d never recommend waiting for an emergency before refreshing your approach to management. A new book from Jo Owen CMgr CCMI, Smart Thinking: How to live, think and work even better, invites managers to challenge their thinking habits right now. Jo covers many of the common mental challenges that can so easily derail managers’ plans and intentions, and finds value in positive thinking, good routines and self-awareness in decision-making. Read our top takeaways from Jo’s book here.

Which leads us back to autonomy – because another key may lie in not taking too much on yourself. The podcast How to Start Up has cited CMI research which found that 41% of managers feel more productive when they have direct reports. Just another reason, CMI chief executive Ann Francke OBE would argue, to remain on the look-out for fresh talent.

Walking the walk

Difficult conversations are part and parcel of management. It’s best not to be one of the managers going to great lengths to avoid them. Remuneration is one hugely contentious topic. Caroline Mallan, CMI’s head of media and public affairs, has appeared in a D&I Leaders article on fair pay, discussing the impact of the cost of living crisis on the UK workforce. 

Another thorny issue is diversity and inclusion. An article from News Letter Belfast cited CMI data which highlighted that less than half of management roles are held by a woman.

We’re here to help change that. When Debbie McArthur fCMgr found herself working in the NHS with senior leadership teams, she was struck by how many highly educated, academic people she was meeting, and she wanted to “walk the walk”. So she took a Level 7 Senior Leader Apprenticeship. Among her many learnings: she’s “been doing the right thing all along”.

Pump the breaks!

Finally, back to the subject of emergency responses – this time by managers during a potentially fraught festive period. An article in Practice Business has cited a CMI poll on how many of you are prepared to work as last-minute cover during the holiday period. 

As we look ahead to the end of 2024 and the beginning of a new year, now is a good time to start reflecting on how we can improve the way we manage. One useful starting point (especially in the gloomy winter months) is asking your team: how do you feel? Kraft Heinz’s Anton Hickey CMgr FCMI shares why he introduced daily morale as a key performance indicator. His learning: morale measures needn’t be complex to be effective.

Best,

Ian Doherty CMgr FCMI, director of membership, CMI

Image: Shutterstock / YRABOTA