By Andy Burrows
After qualifying as a Chartered Accountant in public practice in England in 1995, I went to manage a Finance department of 16 people in one of the smaller divisions of a big bank.
It was my first experience of management, which was one of the reasons I took the job. I wanted to learn new skills.
Fortunately for me, at that time the bank was revamping its performance management processes and putting everyone from team leaders to senior executives through new management and leadership training.
And that made me reflect quite deeply on what it meant to manage people and lead teams right from the start of my management career.
One of things I quickly realised was that managers and leaders shouldn’t see themselves as delivering personally. It’s the team that delivers together, not the manager alone.
What that meant for me was that, whilst I had my own individual responsibilities, those responsibilities were secondary to ensuring the required output of my team....
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