Are You a Proactive or Reactive Manager?

Management, like life; can be reactive or proactive.

And while there is a time and a place for a reactive leadership style - unfortunately it can become almost ‘routine’ for some managers.

Reactive management - or ‘fire fighting’ as experts sometimes call it - is usually hectic, stressful and inefficient. 

Reactive managers constantly find themselves in situations where they can't - or don't - plan ahead for problems or opportunities.

Instead, they react to them as they happen.

As a result, they are always a step or two behind; and never seem to have time to look ahead to ‘pre-empt’ the problems.

A recent MindTools article outlines how reactive management can happen, citing the following three reasons behind it:

1. Unexpected crises

Reactive managers are usually unprepared and when the worst happens, must rapidly change or abandon their plans. This can lead to them making short-term and often ineffective decisions to cope with the fast-developing situation

2. Poor organisational policies

When an organisation has poorly planned processes or policies, managers are forced to spend much of their time fixing these, or working around them; instead of planning for the future

3. Excitement

Amazingly, some managers find the reactive management style exciting and actually enjoy it. Unfortunately, this type of reactive management does little to help an organisation cope with its problems.

 These reactions are virtually the opposite of those of proactive managers - who are able to better anticipate coming crises or emergencies - and deal with them appropriately.

A proactive manager knows how to plan ahead and address strategies to help protect against potential calamities.

And of course, the proactive approach is much more effective and productive in the long run.

A recent article on the Management Training Specialists website outlines some of the key strategies of proactive management.

These include:

1. More effective processes

Proactive managers know how to prepare their employees for success by coaching them to follow the most effective processes in their job roles. This includes: keeping a detailed calendar, establishing a personal development plan, and effectively managing ongoing relationships with workers

2. A greater sense of control

Rather than letting ongoing crises and worker demands determine their schedule, proactive managers know how to create an efficient and effective plan that allows them to firmly but fairly, control and lead their staff

3. Use of ‘best practice’

Proactive managers can usually identify the best ways to do things (best practice) before problems emerge. For example, where there are poor systems or processes in place, any risks can be managed ahead of time, through careful planning and coordinated execution

4. Keeping up morale

When a manager is proactive, he or she always makes positive worker morale a priority. They also always look for better ways to lead and develop the organisation.

Of course, looking after an organisation’s staff should always be a priority for a proactive leader.

Indeed, British entrepreneur Richard Branson is famously quoted as saying:

“Put your workers first, your customers second and your shareholders third, and the rest will take care of itself.”

And it is certainly true that in recent years, there has been a seismic shift towards employees in the areas of well-being, remuneration, working conditions and physical health.

Finally, being a proactive leader both fosters and helps contribute to a happier and more engaged workforce.

This in turn, lifts productivity levels and drives business growth; leading to a more efficient and successful organisation.