A manager's most important, and most difficult, job is to manage people. You must lead, motivate, inspire, and encourage them. Sometimes you will have to hire, fire, and discipline or evaluate employees. Whether you are a first-time manager or a manager starting a new job, there are things you need to know and do on your first day.
Many managers believe that their job is to resolve problems that arise. While that is true, it is only the lesser part of the job. More importantly, a manager's job is to prevent problems. This is the difference between reactive management, which solves problems as they occur, and predictive management, which tries to prevent many problems from arising in the first place.
Reactive management deals with problems as they come up. It is a management style that is much admired for its ability to quickly get the resources back into production, whether those resources are machines or people. If you are good at reactive management, you are decisive and able to act quickly, able to find the root cause of events, creative and able to develop many solutions, innovative and able to find new ways to solve problems, and calm and in control in the midst of a "crisis". Someone who is good at reactive management is able to remain calm, quickly analyze the problem, and find its root cause. A reactive management style clearly is a desirable skill set for a manager to have. By quickly solving problems, they are able to get the people and/or machine quickly back to work and productive again. However, it's not the best style. Managers should concentrate on improving their ability in predictive management as well.
Predictive management focuses on reducing the number of problems that require reactive management. The more problems that can be prevented through predictive management, the fewer problems will need to be solved through reactive management. If you are good at predictive management, you are thoughtful and analytic, not likely to go chasing after the current panic, more aware of the important than the merely urgent issues, able to identify patterns in data and patterns of failures, more focused on "why" did something go wrong, rather than "what" can be done to fix it, and able to keep the big picture in mind when working through the details. Someone who is good at predictive management is sufficiently detached that they can identify the conditions that lead to certain problems and can implement procedures to reduce or eliminate the problems. Rather than being concerned about the immediate problem, they are able to relate current conditions to earlier information and predict when problems might arise. A predictive management style is an important ability for a manager to have. The more problems that can be prevented through predictive management, the fewer resources will need to be spent on reacting to problems that have arisen. Predictive management does not replace reactive management, but it reduces the need for it.
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14Many managers believe that their job is to resolve problems that arise. While that is true, it is only the lesser part of the job. More importantly, a manager's job is to prevent problems. This is the difference between reactive management, which solves problems as they occur, and predictive management, which tries to prevent many problems from arising in the first place.
Reactive management deals with problems as they come up. It is a management style that is much admired for its ability to quickly get the resources back into production, whether those resources are machines or people. If you are good at reactive management, you are decisive and able to act quickly, able to find the root cause of events, creative and able to develop many solutions, innovative and able to find new ways to solve problems, and calm and in control in the midst of a "crisis". Someone who is good at reactive management is able to remain calm, quickly analyze the problem, and find its root cause. A reactive management style clearly is a desirable skill set for a manager to have. By quickly solving problems, they are able to get the people and/or machine quickly back to work and productive again. However, it's not the best style. Managers should concentrate on improving their ability in predictive management as well.
Predictive management focuses on reducing the number of problems that require reactive management. The more problems that can be prevented through predictive management, the fewer problems will need to be solved through reactive management. If you are good at predictive management, you are thoughtful and analytic, not likely to go chasing after the current panic, more aware of the important than the merely urgent issues, able to identify patterns in data and patterns of failures, more focused on "why" did something go wrong, rather than "what" can be done to fix it, and able to keep the big picture in mind when working through the details. Someone who is good at predictive management is sufficiently detached that they can identify the conditions that lead to certain problems and can implement procedures to reduce or eliminate the problems. Rather than being concerned about the immediate problem, they are able to relate current conditions to earlier information and predict when problems might arise. A predictive management style is an important ability for a manager to have. The more problems that can be prevented through predictive management, the fewer resources will need to be spent on reacting to problems that have arisen. Predictive management does not replace reactive management, but it reduces the need for it.
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