cares for me this much and makes me feel this good, I want to do that for other people, too.’ I’ve really grown to loathe bullying – and particularly bullying managers. “I became a CMgr because I wanted to further develop my humanity. I already had a degree, a master’s and an MBA, but the focus was always on managing people for profit. CMI is about managing for a particular outcome from a humane perspective.” “As I progressed, I realised I was taking too much on myself, to the detriment of my projects and my team. I created a better framework, with clear roles and responsibilities so that people could understand their parameters, giving them the autonomy to do their jobs while still knowing when to call upon more experienced staff. “I’m now fairly confident in my abilities as a manager, although I’m always trying to expand my knowledge. My current role is more focused on people and development, and thankfully I’m a good fit for that these days.” •
learn and adapt when you make a mistake or face a challenging interpersonal situation. “Ultimately, cultural intelligence is about treating people with respect,” says Lee. “It can sometimes take time to build that trust, but if you deliver and understand how to convey that information to your audience, you will build very strong relationships, no matter the culture.” • Don’t forget: as a CMI member, you get free access to our online resources through the ManagementDirect portal, where you’ll find more on cultural intelligence and the other ideas covered in this section Click here to go there now
Three ways to overcome self-doubt
Confidence issues can affect managers at any stage of their career. Three CMgrs offer advice on how to deal with it Turn it into a learning experience “In management, it’s normal to experience self-doubt or a crisis in confidence. It’s what you do with it that matters. I try to turn these moments into something positive. If there’s a particular issue or subject that causes these moments, I tend to use that energy to drill down into the subject. For example, you could try getting a little closer to the detail, researching more options or ways forward, or speaking to team members about the topic. By understanding the topic that’s causing self-doubt, confidence will increase and self-doubt will disappear.” Mike Hetherington CMgr, project manager at IMI Truflo Marine
The ‘five bums on a seat’ approach “When I’m faced with a difficult decision, I try to go back to the basics of ‘five bums on a seat’ – what’s the real issue, why is it an issue, who’s involved, where can I get help if I need it and when do I have to make the decision by? This generally gives me a way forward. It slows my thought processes down enough to calm my nerves and to help me focus on the issue at hand, which then bolsters my confidence because I know I’m making a decision that I can defend with integrity. It doesn’t always work, but with practice I’m getting better.” Janet Berry CMgr, head of conservation, Church of England Cathedral and Church Buildings Division
Ask for help “When overcoming confidence issues, I think it’s important to be open and honest with people in the team. I’m now working in construction, having come from a maritime background, but engineering is often the same, within reason. However, I do always check with specific trades if I’m unsure. This shows that I value their opinion and that I’m aware of my limitations. Hopefully, that attitude then filters through the team.” Phil Quinn CMgr, associate director, AESG
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