ITB December 2024/January 2025 - Magazine - Page 21
“Most people want to do the right thing
and improve. Providing regular feedback,
which is constructive as well as positive,
allows managers to address issues in the
moment and offer support where needed.”
ILONA CHARLES, SHILO
4. MANAGING UP
“The first thing managers need to do is take
the time to really listen to what’s going on and
try to get to the bottom of it. There are always
two sides to any dispute, and it’s important to
listen and let people explain,” she says.
3. LEADING CHANGE
Leading and managing change, especially during
challenging situations like redundancies, is another
area that some people can find tricky to navigate,
Gilbert says.
“Change is a high-stakes game, and its success
depends, in large, on a manager’s ability to lead
it well.
“Communication has to be effective, timely
and clear. It must include real reasons for the
change, and employees have to be involved
to help minimise uncertainty and resistance,”
Gilbert explains.
When a change process involves redundancies,
it is crucial to acknowledge the impact on both
those leaving and those remaining, Charles adds.
“Redundancies can create a challenging situation,
but strong leaders must take ownership and guide
their team through this period. Often, the focus
is rightly on those being let go, but it’s important
not to overlook the impact on the remaining staff,
who may also be affected by the departure of their
valued colleagues,” she says.
UPSKILL NOW
with CPA Australia’s Change
Management online course
Charles notes that managing up can be tricky if there
are significant differences in communication styles,
conflicting expectations or if power dynamics create
barriers to open dialogue.
“Managers like to be kept up to date, so it’s less
about managing up and more about making sure
you and your manager are clear around expectations
about how often you are reporting and what methods
of communication work best.
“If you know what your manager needs and how
they respond the best, it will help you to do your job
well,” Charles says.
5. MANAGING FORMER PEERS
When an employee is moved into a management
position that means they are now working with former
peers, the dynamic can be challenging.
The change from colleague to manager can create
awkwardness and challenge your authority, especially
if previous friendships or informal interactions were
common, Charles says.
“The best approach is to talk through how you
want to make it work. There is nothing wrong with
showing vulnerability and being open about how you
would like to work with them, as well as asking how
they want to make it work.
“Showing support and empathy will go a long way
to building trust with people,” Charles adds. ●
READ
an article on seeking
honest feedback
LISTEN
to a podcast on lifting
communication skills
with humour
CAREERS intheblack.cpaaustralia.com.au 21
