Call for managers who can think outside the box grows

Managers need to be able to see further than quantifiable financial ratios. Their responsibilities reach further than that. There is currently demand for management who deal differently with clients and staff, especially now. The recession is strengthening the demand for ‘the different manager' says executive search consultant Ton den Braber (58) in this guest opinion.

By Ton den Braber

At first glance, it seems remarkable to choose the 'executive search' path after working as a director for a number of industrial companies and in a period of economic shrinkage. But this is a time of dynamism in this sector of the provision of services industry. Companies are restructuring to create a solid foundation for the future and these processes require driven managers, who have ‘matured people skills’ to steer them in the right direction.
Because aside from the alternative-thinking manager’s ability to connect economic, social and ecological areas of knowledge, there is a second characteristic that typifies the manager able to think outside the box in his responsible role - having ‘matured people skills’. I am not holding the managers of companies and organisations directly responsible for the current economic situation in which businesses now find themselves, but I am justified in asking whether or not this situation could have been avoided.
The answer to this question is complex and extremely negative. It is a fact that managers at the start of their careers are particularly goal-oriented, ambitious and rational. They focus on just one question, ‘how does this benefit me, now and in the future?' A manager’s decision is heavily influenced by what is means for their salary, company car, bonus, salary and so on. This inevitably leads to disruptions that land businesses in trouble, especially during times of sudden economic adversity.
The manager who thinks outside the box has completed several phases in his personal development, with the result that he understands his responsibilities stretch further than quantifiable financial ratios, and that he should be concerned with the company’s continued existence, and the welfare of his staff and their families. Managers who think outside the box plan from the bottom up and in a balanced, realistic, calculated way, drawing on his keen business sense.
He builds in safety reserves that allow for a controlled process of growth that is not often disrupted by the corrections needed when it goes off course. The manager who can think outside of the box is prepared to give account to staff, share holders and other stakeholders. He is aware of his responsibilities as regards his staff and their families as well as his suppliers and neighbours, the environment and politics.
He is highly charismatic which motivates personnel and staff, and he continuously coaches them by spontaneously and repeatedly 'getting up on his soapbox.' He chiefly uses his excellent communication skills to create support within his company for his ideas, as opposed to convincing financial institutions and investors to obtain both capital and venture capital, with all the risk that entails…
He involves his staff in his plans and the results thereof as common interests and communal pride give a feeling of connection and satisfaction. He is always on guard against self-satisfaction and is aware of that which drives him and his goals.
The issue at hand here is maturity. The manager provides conscious leadership to a company from his vision on people and society, while acknowledging his strength and weaknesses (!).

Ton den Braber is an executive search consultant with De Man & Partners in Amsterdam.