By Blaine Bagley
©Olivier Le Moal- stock.adobe.com
How Your LEADERSHIP STYLE Can Hedge Your
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f you’ve been in the workforce for some time, you’ve probably experienced mixed styles of management during different parts of your career. You can likely point out leaders in the landscaping industry who took the time to focus on your strengths while encouraging you to reach for excellence. By the same token, you may remember managers who seemed more preoccupied with their compensation than the individual progress of each member of the team. There’s no question that managers are an integral part of any organization; however, when leading others, what they do is sometimes just as important as how they do it.
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SNOW PRO | SEPTEMBER/OCTOBER 2021
Not too long ago, a colleague of mine who works at a large national university shared a problem her institution was having with some professors who had recently been promoted as heads of departments: the irregularity in their management style. Many of these professors, who were recently asked to lead an entire team of administrative workers, had spent the bulk of their professional careers researching, often working with small teams of two or three, and sometimes even alone. To manage a large team of direct reports was new to these accomplished professors, and without the appropriate training, the teams they were asked to lead underperformed, their productivity as managers
