Company success as well as sustainability is highly dependent on a balanced management. When the company leader is right in control of the affairs of the company, the subordinates will feel very confident about concentrating on their own, individual tasks. Usually, then, the company is continually held in the good hands of the manager, making it endure for years and years. Management consulting results reveal, however, that at instances where the manager is stricken off of his balance, the formerly confident subordinates suddenly confirm they have been unprepared for this adverse circumstance.
This problem, then, has been a recent focus in most of the management courses. The main point is to have the subordinates prepared mentally, emotionally as well as socially in case the manager calls for himself a break.
It may then be of great help to first identify the possible reasons for a manager's failure to sustain his focus as well as energy on his managerial tasks. Once these are identified, it will then be easier for the subordinates to understand what they themselves can do to rescue the company. This is just a practical application of what can be learned from leadership development programs.
As has been observed, then, a company manager often fails to sustain his managerial control over things if he has recently experienced a mental, emotional or social breakdown. Aside from the internal pressures coming from a daily dealing with subordinates, as well as the nearby, external pressures coming from expectant clients as well as competitor companies, he may be unusually facing a personal problem such as one involving his family.
When he comes to this breakdown, it may be well to let him rest for a while through a vacation leave. The company will then be temporarily left to the charge of his direct associate. If the direct associate has been clearly appointed before the breakdown happened, the company has essentially no problem when it comes to possible envious reactions from the other potential associates, especially as the associate takes over. If, however, there is no clear appointee, then by virtue of the principles garnered from leadership development courses, an unselfish consensus must be made in order to appoint an officer-in-charge.
Once that part is solved, the rest of the managerial roles become easy to fulfill. And again, the key to preserving the OIC from another case of breakdown is to support him all the time.
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The author blogs about management courses and other leadership courses at http://www.docstoc.com/profile/peilsteffan
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