It’s interesting that on a hot day we can go and stand under a shady tree and feel cooler. But on a cold day, there is no equivalent in nature.
Perhaps it is because heat is an addition of energy and cold is the absence of energy. When we stand in the shade, the light/heat from the sun is reduced – but without a heat source – out in the cold – we need to find one (often it is our own bodies and some thermal insulation to keep the heat trapped).
We can use this as an analogy about management in the workplace.
When we are trying out new ideas, we often refer to our managers and senior stakeholders as ‘providing cover’ for us. Meaning that they will deflect disruptive questions or even take the ‘heat’ if someone gets upset about what we are doing.
It’s easy to see the managers in this example as similar to trees providing shade – but what might the source of heat be? Perhaps it is the amount of attention we are drawing from others – or the amount of interactions we need to have in order to take our ideas forward.
So where a lot of collaboration is needed, it is like a hot environment and we are likely to need a source of cover (shade) to help us do a good job.
What might be the equivalent of a cold environment? Sometimes we can tinker away at an idea pretty much alone. The problem with this is that not many people will see us doing it – and we risk being overlooked for our good efforts. In this case, we can provide our own ‘warmth’ – ‘blow our own trumpet’ about our work. Perhaps our managers and senior stakeholders can act like insulation – amplifying the warmth that we generate – and telling the good news about our work to others. If we don’t generate enough warmth ourselves, then one risk with insulation is that it could also prevent any news about our work being shared.
So what type of managers/stakeholders do you need? And what type do you have?
- Flying cover – or not?
- Amplifying your good work – or acting as a barrier to communications about our work?
It would be easy for a manager to start out by providing cover – which is great if there is a lot of ‘heat’ and collaboration needed. But if our work focus suddenly changes to individual achievements, this mode of management could easily become suffocating.
In summary – make deliberate choices about management providing cover and check the situation regularly to determine if a change of mode is needed.