Heart of Management

Category: General

  • From Thoughts to Actions: How to Turn Your Insights Into Daily Habits

    The third post in a six-part series on finding meaning in your managerial role.

    After identifying what drives you and the moments when you feel most significant, it’s time to turn those insights into actions. By doing so, you can integrate meaning into your daily routine and make it a natural part of your managerial role.

    Step One: Reflect on Your Insights

    Pause and revisit what you’ve learned so far. What are the key elements that connect you to a sense of meaning? Is it helping your team grow, solving complex problems, or creating significant value?

    Ask yourself: How can I incorporate these elements into my daily work?

    Example: If you feel most fulfilled when supporting your team’s growth, set up regular one-on-one coaching sessions to guide and empower them.

    Step Two: Set Small, Clear Goals

    Start with manageable steps. Identify one or two actions you can incorporate into your routine today that align with what drives you.

    Simple exercise: Write down one specific action you can take today to align your work with your values.

    Example: If solving problems gives you meaning, dedicate 30 minutes daily to address the challenges your team is facing.

    Step Three: Integrate Actions Into Your Schedule

    To make these actions a habit, embed them into your schedule. Allocate specific times for tasks that align with your strengths and motivators, whether it’s brainstorming, team development, or tackling challenges.

    Example: Schedule a fixed hour each week to focus on initiatives that reflect your core values, such as mentoring employees or creating innovative solutions.

    Step Four: Reflect and Adjust

    At the end of each week, take a moment to evaluate. Did your actions bring you closer to a sense of meaning? If not, tweak and try again. This is a learning process, so feel free to experiment.

    Example: If team meetings didn’t feel impactful, shift to one-on-one conversations to build stronger personal connections.

    To Summarize the Post

    Turning insights into actions is the key to bringing meaning into your daily managerial routine. Start small, stay consistent, and adjust as needed to find what works best for you.

    In the next post, we’ll explore how to ask the right questions to uncover where your impact as a manager can be most significant.

  • Identifying Your Bright Spots: When Do You Feel Most Significant?

    The second post in a six-part series on finding meaning in your managerial role.

    Management isn’t just about tasks and challenges – it’s also about those small, powerful moments that remind you why you do what you do. These moments aren’t random; they reveal what truly matters to you. In this post, we’ll explore how to identify those moments and connect them to your daily work.

    Step One: Spot the Meaningful Moments

    Pause and reflect on the past month. When did you feel most significant?

    Maybe it was when you helped a team member overcome a challenge, led your team to success on a complex project, or solved a problem requiring creative thinking.

    Ask yourself: What exactly happened, and what made that moment feel so special?

    Example: Think of a meeting where you shared an original idea, and it was enthusiastically received and led to meaningful change. That’s a moment of real impact.

    Step Two: Find the Common Thread

    Look at several moments like these. Try to identify if there’s a pattern. Are your meaningful moments tied to leadership? Supporting others? Achieving results?

    Simple exercise: Write down three moments, and next to each, add a word that describes why it mattered to you.

    Example: If all your moments involve mentoring and empowering others, your sense of meaning might come from your ability to develop the people around you.

    Step Three: Learn About Yourself From These Moments

    These moments don’t just tell you what you do – they reveal who you are as a manager.

    They show you what truly drives you and gives you a sense of purpose in your role.

    Example: If you realize your most meaningful moments involve solving complex problems, it’s a sign to focus on challenges that require creativity and innovative solutions.

    Step Four: Plan for More of These Moments

    Now that you understand the kinds of moments that make you feel significant, start creating more of them.

    This could mean planning projects that align with your strengths, initiating conversations with your team, or focusing on challenges where you know you make the biggest difference.

    Example: If your meaning comes from personal connections with your team, set aside time weekly for one-on-one conversations that strengthen relationships and mutual support.

    To Summarize the Post

    The moments when you feel most significant are a mirror reflecting what truly matters to you in your role. By identifying and creating more of them, you’ll feel more connected to your daily work.

    In the next post, we’ll talk about turning these insights into clear, actionable daily habits that align with your values and goals.

  • What Drives You? Discovering Your Inner Motivation as a Manager

    The first post in a six-part series on finding meaning in your managerial role.

    Management is one of the most challenging roles. There’s so much responsibility, daily pressure, and constant problems to solve. Amid all this, it’s easy to forget why you chose this role in the first place.

    This post will help you reconnect with your personal “why” – to understand what truly drives you and find meaning in what you do.

    Step One: Reflect on Moments That Felt Right

    Pause for a moment and think about the times in your role when you felt truly meaningful and fulfilled.

    Perhaps it was when you successfully led a major project, supported a team member through a challenge, or tackled a complex problem and found a solution.

    Ask yourself: What exactly about that moment made you feel significant?

    Example: Think back to a time when a team member came to you with a personal issue, and you helped them find a solution. Seeing them return to work with renewed energy was a moment of real impact.

    Step Two: Identify the Common Thread

    Think about several similar moments and try to figure out what they have in common. Are they about helping others? Leading change? Or maybe it’s about your ability to handle challenges?

    Simple exercise: Write down three significant moments and add a word next to each that explains why it was meaningful to you.

    Example: If all the moments involve teamwork, your sense of meaning might come from connecting with people and supporting them.

    Step Three: Understand Your Inner Motivation

    These moments reveal what’s truly important to you in your role. Your motivation might be the desire to make an impact, a sense of purpose, or the determination to achieve big goals.

    This motivation is your personal “why” – the reason you keep going.

    Example: If your motivation is leading change, it might mean focusing on initiatives that allow you to drive meaningful projects forward.

    Step Four: Integrate Your Motivation Into Your Routine

    The most important step is turning your motivation into part of your daily work.

    This might mean planning time for projects that align with your values, having meaningful conversations with your team, or prioritizing challenges that need your attention.

    Example: If your motivation is solving problems, you could dedicate time each day to addressing the most pressing challenges and bringing them to resolution.

    To Summarize the Post

    Finding meaning in your role begins with identifying what truly drives you. Once you understand this, the path to building a deeper connection to your work becomes much clearer.

    In the next post, we’ll discuss how to identify the moments when you feel most significant and how to use them as a roadmap for purpose-driven management.

  • Summary and the Path to Uniting Forces

    Post 6 of 6 in the series “My Stakeholders”:

    Throughout this series, we’ve explored a wide range of stakeholders – from your direct manager to employees, peers, regulators, suppliers, customers, competitors, labor unions, shareholders, and more. Each one has a significant impact on how you perform your role and how you can succeed in it.

    How Do All the Stakeholders Connect?

    It may seem complex when looking at each stakeholder individually, but ultimately, the key lies in balance. As a manager, you need to understand the needs of each stakeholder and navigate between competing interests. This balance often requires negotiation, open communication, and a deep understanding of what each party wants and needs.

    Your Manager Is Your Most Important Stakeholder

    When it comes to stakeholders, it’s essential to remember that your direct manager is one of the most critical. Your success in the role largely depends on understanding your manager’s needs and objectives. As discussed in the first post of this series, helping your manager achieve their goals is not just a way to maintain a good relationship, but also a key to your personal success. The more you can provide your manager with what they need, the more trust and freedom you’ll gain.

    The Importance of Flexibility and Open Communication

    To successfully manage all your stakeholders, flexibility and conflict-resolution skills are crucial. There’s no one-size-fits-all formula; each situation requires a different approach. However, when you build your relationships on mutual respect and clear communication, you increase the likelihood that everyone feels like a winner.

    Real-Life Example: Uniting Forces for a Common Goal

    In one of my roles, I faced a situation where multiple stakeholders had conflicting positions – each wanted something different. After numerous discussions, listening sessions, and understanding what truly mattered to each party, we managed to find a shared solution. The goal was to create a scenario where every stakeholder felt their priorities were addressed, and everyone worked together toward a positive outcome.

    In Summary – Where Do We Go From Here?

    Managing your stakeholders is an ongoing challenge, and your manager is undoubtedly one of the most central. Understanding what each stakeholder wants and needs is a vital part of our work as managers. Balancing these interests is not only essential for success but also for fostering stronger relationships and achieving shared goals.

  • Suppliers, Customers, Competitors, Labor Unions, Shareholders, and More

    Post 5 of 6 in the series “My Stakeholders”:

    After understanding the role of regulators, it’s time to discuss some additional key stakeholders: suppliers, customers, competitors, labor unions, and owners or shareholders. Of course, not all these stakeholders are relevant in every managerial role, but if they apply to your position, it’s worth learning how to manage these relationships effectively.

    Your Suppliers and Customers – How to Maintain a Balanced Relationship

    Suppliers provide everything you need to keep your business running. Healthy relationships with them are built on trust and collaboration, enabling mutual success. On the other hand, customers are the ones who bring revenue to your organization. It’s essential to understand their needs and offer solutions that align perfectly with their expectations. Managing these relationships wisely will lead to greater success.

    Competitors – Not Just Rivals, But There Are Rules

    While competitors are often seen as rivals, they can provide valuable insights to help you improve your performance. Healthy competition can push you forward, but it’s crucial to remember that, under competition laws, collaborations with competitors are typically prohibited. Always consult a legal advisor before considering any cooperation to ensure compliance with the law.

    Owners and Shareholders – Behind the Scenes Players

    Owners and shareholders are the individuals investing in your business, expecting strong returns on their investment. Although they’re not involved in daily operations, they want assurance that the business is managed profitably. Maintaining transparent and consistent communication with them builds trust and keeps the business on the right track.

    Labor Unions and Unionized Employees – How to Maintain Balance

    If your organization has labor unions or unionized employees, it’s important to manage these relationships carefully. Understanding their needs and expectations, along with maintaining open communication, can help prevent conflicts and strike a balance between their demands and the organization’s needs.

    Real-Life Example: Balancing Union Demands with Profitability

    In many of my roles, I had to negotiate with labor unions while ensuring profitability to protect shareholder interests. The challenge was to find a balance between the union’s demands to maintain workers’ conditions and the need to secure profitability for the owners. Through open and transparent communication, we achieved a solution that balanced union expectations with the company’s profitability goals.

    In the next and final post, we’ll wrap up the series and explore how all stakeholders come together to drive overall success.

  • Regulators and External Bodies – The Rules That Define Reality

    Post 4 of 6 in the Series About My Stakeholders:

    After discussing your manager, employees, and colleagues, it’s time to move on to especially important external stakeholders – regulators. These are the bodies that dictate the rules and laws within which you manage your organization. Regulators are not a direct part of the organization, but their influence is evident in every decision and process. Of course, not every managerial role has significant regulators as stakeholders; it depends on the field and industry in which you operate.

    Why are regulators so important?

    When we talk about regulation, we mean government or professional bodies that ensure your activity complies with required regulations and standards. As businesses and managers, we are obligated to follow these rules, and sometimes this can be a significant challenge. Therefore, it’s crucial to build good relationships with regulators to ensure your business operates legally and smartly, and that you maintain good relations with them.

    How to manage relationships with regulators?

    The right way to deal with regulators is to create an open dialogue and understand their needs. Although we are required to operate within the rules they dictate, through proper collaboration, we can find ways to streamline the process and ensure that regulators are satisfied with how you manage the business.

    A Field Example: How I Solved a Complex Regulatory Problem

    In the past, I had a project where I was required to meet very strict regulatory conditions. Initially, the relationship with the regulator was tense because it wasn’t clear how to implement their guidelines. After several open meetings and discussions about the needs of both sides, we managed to solve the problem and reach mutual understanding. It was a process that allowed for smooth continuation of work without further delays.

    In the next post, we’ll deal with additional stakeholders: suppliers, customers, competitors, unions, and professional bodies that also influence your performance as a manager.​​​​​​​​​​​​​​​​

  • Your Employees and Colleagues – The Force That Drives You

    Post 3 of 6 in the Series About My Stakeholders:

    The next stakeholders are the people you work with daily – your employees and colleagues. They may not be your direct managers, but they can greatly influence your success as a manager. Often, these are the people you depend on most to execute your plans.

    Why are my employees and colleagues so important?

    Think about it: Your employees are the ones who carry out the most important tasks. How they feel about their role, the instructions they receive, and the treatment they get from you – all of these directly impact their performance, and ultimately, your performance as a manager. Your colleagues, on the other hand, are those working alongside you who can either be partners in your success or make things difficult for you.

    How to build a good relationship with employees and colleagues?

    A good relationship with employees and colleagues is based on listening, support, and collaboration. If you take the time to understand what motivates each of them, you can create an environment where they feel involved and committed to success. This doesn’t mean compromising on requirements or expectations – but you need to know how to communicate them in a way that keeps everyone focused on shared goals.

    A Field Example: How One Conversation Can Change an Employee’s Behavior

    I once had an employee whose problem wasn’t motivation, but behavior – there was a gap between what I expected and how he actually performed. After an open conversation where I explained what I expected and where he wasn’t meeting those expectations, he completely changed his ways. It was amazing to see how improving communication could change the entire team dynamics.

    In the next post, we’ll deal with external stakeholders – regulatory bodies, suppliers, and customers, who also influence the way you work day to day.

  • Your Manager – The Central Figure Who Dictates What You Do

    Post 2 of 6 in the Series About My Stakeholders:

    After understanding who our stakeholders are, it’s time to dive deeper. Let’s start with the central figure who probably influences every decision or action you make as a manager – your direct manager. Whether your manager is a source of inspiration or a challenge for you, they influence your professional direction, decision-making, and your career in general.

    Why is my manager so important?

    Your manager can influence a variety of areas: the goals you need to achieve, your working conditions, career development, and even the balance between work and personal life. Therefore, it’s crucial to understand the relationship with your manager thoroughly – are they acting as a mentor who guides and accompanies you? Or do they prefer to dictate instructions without allowing room for dialogue? Every manager is different, and this has a direct impact on how you work together.

    So how can you improve the relationship with your manager?

    The way to improve this relationship is to understand what your manager truly wants to achieve, and how you can help them with that. Yes, even if you don’t always agree with every decision or approach, identifying your manager’s interests and goals will give you an advantage. A good relationship can open opportunities for you, help you advance, and influence your success in the role.

    A Story from the Field: How I Understood the Difference Between Types of Managers

    In the past, I had an interesting experience with two different managers. One was my partner in every decision, gave space to raise ideas and think together, while the other preferred to dictate instructions and leave me only to execute. This required me to learn to adapt, recognize each of their working styles, and find ways to bridge the gaps. Over time, the manager who was used to giving precise instructions began to trust me more and more, and stopped dictating instructions when he recognized that I knew how to lead independently. Once trust developed, our relationship became a true partnership.

    In the next post, we’ll talk about additional important stakeholders – your employees and colleagues, the people you work alongside daily, who influence your success no less.

  • Who Are Our True Stakeholders?

    Post 1 of 6 in the Series About My Stakeholders:

    Recently, I received some interesting comments.

    People told me: “You write a lot about management, but ultimately, who really influences our actions as managers is our manager.” And this made me think… Right! Our manager is one of a group of people and factors that influence us daily, and each of them has their own interests. Maybe our manager is the most influential, but there are others.

    So I decided to write a series of posts about all those stakeholders who influence us as managers, and one of the most important among them is truly your manager.

    So who are these stakeholders?

    A stakeholder is anyone who can be affected by your decisions and actions. This might sound a bit complex at first, but it’s simpler than it seems. Think about it: this includes your manager, your employees, customers, suppliers, competitors, and even regulatory bodies. Each of them has their own goals, and each can impact your success. Correctly identifying all these stakeholders will help you understand what each of them wants or needs, and thus you can manage more intelligently.

    So why is this so important?

    Because as managers, we don’t operate alone. Every action of ours touches many people around us, and if we don’t understand what each person wants from us, we might miss the point. When we correctly identify stakeholders, we can improve communication, collaborate more effectively, and achieve better results – for ourselves and for them.

    In the next post, we’ll talk about your manager – the central stakeholder who influences you and how you can build a good relationship that will help you succeed in your role.

  • Post 5 out of 5: The Impact of Organizational Culture on Ff Performance – How to Build a Culture That Leads to Success?

    After discussing all the advantages and potential dangers of organizational culture, it’s time to ask the most important question – how do we ensure we have an organizational culture that leads to success? A culture that builds strong teams, drives good performance, and improves quality of work life?

    1. Clear Definition of Organizational Values

    One of the first and most important steps is defining the values that guide the organization. Note – this isn’t about writing nice sentences “because we have to,” but about values that will be expressed in daily life. Let’s take HubSpot as an example – the company defines its values as “HEART” (Humility, Empathy, Adaptability, Remarkability, Transparency) and emphasizes them at every stage of employee life.

    2. Transparency and Open Communication

    An organizational culture that promotes transparency and openness allows employees to feel they have a voice in the organization. It’s important to keep employees updated about what’s happening and be honest even about difficult decisions or challenging situations. A Harvard Business Review study showed that organizations where employees feel they’re updated with relevant information are more successful in dealing with changes and increasing team engagement.

    3. Aligning Processes with Values

    Once organizational values are defined, they need to be reflected in work processes. If one of the values is “flexibility,” then ensure that organizational processes are indeed flexible and not rigid. For example, Zappos – the online shoe company, leads its industry by allowing employees to make decisions independently, thus expressing the value of autonomy.

    4. Building a Culture of Learning and Development

    A learning culture is central to building strong teams. This doesn’t just mean sending employees to courses – it also means encouraging knowledge sharing within the organization, giving feedback, and creating an atmosphere that promotes growth. A LinkedIn study found that employees who feel their organization invests in their personal development tend to be more satisfied and engaged in their work.

    5. Eye-Level Leadership

    Managers in the organization are role models. When managers themselves implement organizational values, all other employees will act similarly. The “eye-level leadership” approach encourages managers to be accessible, human, and connected to their teams – and this radiates throughout the organization.

    One Step Forward – Not Just Talk, But Action

    Building a good organizational culture isn’t a one-and-done deal. It’s an ongoing process that requires attention, commitment, and flexibility to changes. Organizational values need to be integrated into daily actions and be present in every decision and process.

    Summary

    Organizational culture isn’t something you can define and leave behind – it’s living, breathing, and affects every aspect of the organization. Investing in it is an investment in people, performance, and long-term success.