As managers we are expected to have the best interest of the organization as a prime objective and yet the needs of each of our direct reports are also critical. The process of balancing both is a polarity because it involves two, interdependent, correct answers to the question: “In my relationship with this person, should I be concerned about her, or should I be concerned about her ability to perform her tasks?”
As a well-intentioned manager, you need to pay attention to your people’s needs, and you need to keep an eye on the extent to which things are actually getting done. If you just take care of your direct report and neglect the tasks at hand, it won’t be a very satisfactory solution. Staying focused on getting the tasks done and neglecting your direct report won’t be a very satisfactory solution either.
Managing well is a response to a polarity. Barry Johnson, the author of Polarity Management: Identifying and Managing Unsolvable Problems defines polarity management as the identification and management of unsolvable problems. He says that a polarity is created when a situation has two or more right answers that are interdependent.
While we are constantly striving for the highest positive outcome for both the organization and individuals, sometimes it’s just impossible to achieve. Events conspire to push things into the negative. But nothing lasts forever and the objective is to keep things moving back toward the positive while minimizing the negative.
Continue to read more:- A Key Skill for the Well Intentioned Manager
