It is a mistake to think that a manager’s job is to manage people. A manager’s most important and urgent responsibilities are Planning and setting strategy, then overseeing

the execution of these plans and strategies. This means a manager does not need to know or get involved in the small details of carrying out

the broad guidelines they developed with the help of other managers in the organization, as long as self-managing teams have become the prevailing approach in many

companies and organizations.

Peter Drucker, the renowned management consultant, shares this view. He defines a manager as someone responsible for planning, execution,

and monitoring. Anything beyond that falls outside their remit.

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Self-management

According to the definition above, team members have a degree of freedom in carrying out their assigned tasks, which are ultimately guided by the

overall strategy set by the manager.

The manager’s role, then, is to focus on the true task of management: setting the strategy, then letting the team manage itself and following up

Let this process run without interference, as long as it produces the results he wants. If the manager does otherwise, he will have strayed from his core mission and become

a burden on the organization—or like a musician playing out of tune.

Now that the manager has stopped interfering with how his team members carry out their assigned tasks, he must turn his attention to something else:

involving the team in his thinking and convincing them that what they do matters, makes a difference, and makes other people’s lives easier.

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Achieving results

A group of skilled, capable people may find it easy to achieve results. But getting them to work together and perform their roles in harmony with

one another and with the organization’s overall strategy is what matters most. This task—creating harmony within the team—is among

One of the manager’s key responsibilities—and what will lead to great achievements.

Another equally important point is that a team cannot succeed if any member acts in their own self-interest. Team dynamics require everyone to

play the same symphony and sing from the same hymn sheet, each in their own way, but not for their own personal gain.

We now understand that team self-management means allowing each member to Team complete their own tasks in whatever way they prefer, provided that

it helps the team grow and the organization move forward.

This management approach focuses solely on results. How the work gets done isn’t important here; what matters is

the end result of one approach or another.

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أهداف واقعية

If, as a manager, you want to accomplish something or make your mark on the world, you need to set realistic goals for yourself and your team—not modest ones, but not

unrealistic ones either. They should simply be achievable—within the reach of a group of skilled, capable people. If your goals and strategies are fanciful, they will

only frustrate the team. And if they’re too modest, the team won’t matter and its skills will have no value; any group of fools could

تحقيق أهدافك.

In this situation, the manager must strike a balance between two things: the team’s actual abilities and skills—what they can do—and senior management’s expectations. In other words, it is essential to

Managers should work in the middle ground that satisfies everyone—what the phrase “realistic goals” is all about.