Why is it hard to be a Connector Manager?
‘Alone we can do so little. Together we can do so much.’ These golden words are voiced by
Helen Keller and have become an emergent mantra in management styles in workspaces.
Managers who employ this technique are known as Connector Managers. They create a
nurturing environment where employees learn from their peers, hone the necessary skills, and
help each other grow.
The idea of a Connector Manager sounds great in theory but being one has its own challenges.
At the outset, a manager requires to distance themselves from the traditional, predominant style
of management that demands micromanaging and adhering to hierarchical structures of
corporate organisations. This is difficult as the manager has to view his capabilities from an
external lens and accept that he cannot be qualified to guide his subordinates in every area. He
has to admit his shortcomings to his team and prioritise their growth and development. Most
managers find it difficult to understand the actual needs and aspirations of their employees and
hence lack the insight to push them in the right direction. This process of unlearning and
learning is what is most crucial to become an efficient Connector Manager.
While a manager struggles in maintaining a healthy boundary with their subordinates, a
Connector Manager has to withdraw from a constant need of surveillance and instead, engage
in quality conversations, timely feedback, and connecting employees with like-minded people to
promote growth. Additionally, a good Connector Manager has to break the cycle of one-way
communication in workplaces and establish a collaborative environment where the employees
can freely voice their thoughts and expectations from themselves pertaining to their job roles.
Transitioning into this style of management is only possible when the Connector Manager
champions an altered mindset. This can be actualised when a Connector Manager has the
insight to see what truly motivates the employees and also benefits the organisation in the long
run.