Air University Review, May-June 1969
Jerome G. Peppers,
Jr.
Ernest W. Spitzer
Since executives do not just “appear” when we need them to fill important management positions, they must be “homegrown.” Yet we often fail to recognize this and sometimes tend to stunt executive growth by otherwise cultivating our junior managers. Thus, if we are to foster the development of better executives—better managers—for military organizations, senior managers and commanders must give positive guidance in order to realize capability growth in their junior managers/executives. Their aim should be to develop in their subordinates a greater management capability—to develop managers rather than technicians.
On the contrary, there is a growing tendency in commanders and senior staff members to demand increasingly detailed technical data from their managers. As a result, the individual, though assigned to manage, finds it prudent to become intimately familiar with the technical details of his operation so that he can answer the boss at any time on any technical point. Management suffers because the manager’s time is spent in technical supervision and research rather than in managing the business. The question is, Do you want a manager or a high graded, highly paid technician in your subordinate management positions? Assuming you want a manager, not a technician, let’s give some thought to the ways of developing a manager.
his objective
Give the manager his objective. Tell him specifically what it is you expect him to accomplish. Establish the time frames and the relationship to overall unit goals. Be sure he understands this objective and what it is you expect of him. Don’t leave him to run on the treadmill of doubt.
Doubt leads to indecision, indecision to delay, delay to snap judgment under pressure, and snap judgment to ineffective, inefficient, costly operation.
his authority and responsibility
Recognize, and be sure he recognizes, his limits of authority and responsibility.
Once you’re sure the man understands his authority and responsibility (within his objective framework), leave him alone. Let him run the show without your “over the shoulder” constant attention. Prove your faith by trust. You assigned him; let him do his job.
Don’t expect from him actions or decisions not within his normal sphere of authority or responsibility.
The “big” man constantly grows and assumes more authority and responsibility. Recognize this. Look for it. Fill the urge for growth as far as you can within the unit mission.
If he fails or if he displays lack of ability, work with him and for him to develop his talents and abilities. If he can’t measure up to your needs and can’t be “grown” into the capacity, try to place him in another job where he can produce for you.
your information demands
Understand what you ask of him in information.
Is it necessary that you know technical details, or do you ask for this type of information merely to prove your concern?
Are you helping when you force him to ferret out details in which you should not normally engross yourself?
Are your information demands detracting from his time and capability to manage, which is the job you assigned him?
Do you ask for data in an effort to have him make decisions just as you would make them?
A point to remember is that you can, through unrealistic information demands, establish yourself as the fountain of knowledge and the source of all intelligence. This can maltrain your subordinate manager to the point where he finds it easy and normal to “ask the boss” and forfeit his ability and authority.
Don’t use information requests as a recurring, although subtle, means of imposing your will, your initiative, your thoughts.
Make your recurring information needs known to your subordinate manager and arrange the timing, format, and content with him. Ask only for that which you must know. Keep the “nice to know” at the absolute minimum. Information costs time, effort, dollars, and capability and reduces his available “management” time.
Don’t handicap your manager with massive or detailed information requirements that are not really essential for your position and responsibilities. Be as realistic with him as you would like your boss to be with you.
your control
Don’t interfere with his actions. You may discuss them with him, but he is the manager. Obviously, control is essential, and you can’t permit him to run wild. If he has a tendency to get out of hand, you should consider replacement. Until then, however, let him run his shop.
So long as he is in control, interfere as little as possible. But don’t let this concern about interference cause you to neglect your manager entirely. He needs your interest and your support, but he neither needs nor wants your interference.
your support
Support him at least as well as you support any other staff element. Give him the kind of support you’d like to have for your own job.
The manager quite often has a thankless job. His most earnest actions cannot always ensure perfection in production or quality. His knowledge of your support will be most gratifying to him at those times when his operation is not optimal.
Support also means that you recognize his total unit capability. With this recognition you prevent overscheduling or overloading. Needs must be balanced against capability, and your impartial support is essential. Without question, your support must be realistic. Pampering, or too much one-sided concern, can be as detrimental as neglect. Your wise and judicious decisions will determine your unit potential and develop or retard your staff managerial abilities.
his information needs
Keep your manager informed. Don’t make him work in the dark, but don’t fill him with nonessentials.
Management demands planning, scheduling, and controlling. The demands can be effectively met only with knowledge. Mission changes, personnel data, and a myriad of other informational items should be—must be—made known. When you learn, be sure he learns, too.
Lack of information, at best, is embarrassing; at worst, it is catastrophic. Your manager should know that he can rely upon you to keep him informed. He, in turn, must keep his people informed.
All managers are concerned. They need to know what, why, when, who, and how. Your flow of essential information will help fill this need and help keep your people satisfied and productive in a mission-oriented manner.
your challenge to him
Challenge your manager to do his best. Give him goals that are attainable but which require real effort. Demand the best, within reason and existing capability, and keep your standards, and his, high.
Stimulate his will to work. Start him right and lead him to use his skill with a will. Don’t “dare” him-challenge him! Develop your relationship so that he is always striving to equal what he feels is your opinion of his abilities.
Make him want to excel. Encourage his natural competitive instincts and lead him to the threshold of significant success as a manager.
your recognition of him
Recognize his achievements and he will take pride in his job. If he knows he is truly the manager, pride will follow. You can enhance your relationship by recognizing his actions and accomplishments.
Are you proud of your unit? Are your people proud of their unit? This is an easy measure of your success in this facet of management and command.
Your biggest challenge is to apply your leadership and control so expertly that your people willingly work without realizing your handling of command.
Good jobs must be recognized, but poor ones, too. Laudatory recognition should be given publicly, however, while critical recognition demands privacy. Commend in public; criticize in private.
Be careful of criticism and avoid instilling fear. Fear is nonproductive and caustic. It erodes the fiber of initiative and eliminates the urge to try.
Know what your manager hopes to acquire and help him to that end. Recognize his need for support. Aid him when and where you can.
Provide access to training and education. Assist him in improving his position in life and his personal capability. Encourage his efforts to improve and learn. His improvement also reflects on you.
These thoughts are not oriented to immediate results. Their application requires conscientious consideration and patience. It may take months (years, in some instances) to see the results, but they’ll be there. In most instances you should note better individual performance within days if you insure full understanding of your intent by each of your subordinate managers. Most of them are at this moment itching for the chance to really do their job if you will let them. Give them the reins and watch their capability grow.
Air Force Institute of Technology
Major Jerome G. Peppers, Jr., USAF (Ret), (B.G.E., University of Omaha) is a faculty member, School of System and Logistics, Air Force Institute of Technology. He entered the Air Force in 1940 and served in enlisted status until 1942; served as a warrant officer until called to active duty from the commissioned reserve in 1951; then filled maintenance assignments in Hq Strategic Air Command. Since his retirement in 1964 he has been teaching at AFIT, principally in DOD Maintenance Management Information Systems courses. Major Peppers is a graduate of the U.S. Army Senior Officers Preventive Maintenance Course and of Industrial College of the Armed Forces and Air University courses.
Lieutenant Colonel Ernest W. Spitzer, USAF (Ret), (B.S., University of Illinois), is a faculty member, Department of Maintenance, Supply, and Transportation, Air Force Institute of Technology. After flying training in 1943, he served in the European Theater as a bomber pilot. Subsequent assignment were as student and then instructor at Chanute AFB, Illinois, and at University of Illinois AFROTC; Staff Maintenance Officer, 6024th Training Group, Japan; aircraft commander (B-47) and Maintenance Supervisor, 70th Strategic Reconnaissance Wing (SAC), Little Rock AFB, Arkansas; Course Supervisor, Maintenance Management retired in 2963. He was a Research Associate, Ohio State University Defense Management Center, until his present position in 1966.
Disclaimer
The conclusions and opinions expressed in this document are those of the author cultivated in the freedom of expression, academic environment of Air University. They do not reflect the official position of the U.S. Government, Department of Defense, the United States Air Force or the Air University.
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