I was delighted this week to learn that I had been awarded Chartered Manager status by the Chartered Management Institute, as well as being made a fellow member of the CMI.
While as a mentor of Globe’s graduates through their chartered applications I genuinely believe in the value of refection and critical evaluation, it’s often something that those of us who are more experienced and established in our roles don’t pay much attention to. We can see gaining professional memberships in particular as a means to an end, and CPD as a box to be ticked. Don’t get me wrong, investing the hours required to complete the CMI application were more easily justified knowing they could result in letters after my name, but I also wanted to practice what I preach. Chartered Manager is the highest accreditation in management and there is a rigorous assessment process to go through full of critical thinking and challenge.
I started my application around a month ago (my interview was only last week but the CMI are an efficient bunch) and when faced with a list of management skills and competencies I have to confess I thought, well, at least I can lean on the impact of covid, working from home, setting up new ways of working etc. When I actually sat down to write though, I was brimming with ideas and examples and, in the end covid didn’t get a mention. In what we often dismiss as the everyday business of getting things done, it’s remarkable how much we actually achieve for our businesses and that reflection gives me heart as we look into the second half of the year.
Those of us who own and run businesses make decisions every day that affect the business’s direction, its staff and ultimately its success. We face many challenges and difficult decisions, we make strategic plans, gathering all the information we have available to us to try and steer the best course through a future we can never fully predict. While we have a new vocabulary for the world to come – ‘new normal’, ‘unprecedented’ – as managers we should remember that while these particular circumstances are indeed unprecedented, we are by no means unprepared for steering our businesses through change and uncertainty.
To some extent we have all spent months being, by necessity, reactive. We are beginning to reach a stage where managers and businesses can take more control and formulate their plans. In reading Phil’s blog last week about how we adapt to a post-covid world, I was struck that a thread running through the questions he was posing was actually that of the need for proactive management. Those involved in making and shaping places need to be innovative and responsive now to the emerging changes in order to help those places survive and ultimately thrive. Similarly, as businesses we must analyse, plan and be proactive to make sure we best respond to the challenges and opportunities the covid crisis has presented us with, ensuring that we take everyone with us – staff, stakeholders and customers.
And while we’re on the topic of necessary changes, does anyone know if the printers are back open so I can get my new business cards ordered?….
Lizzy Spurr BA(hons) MIED CMgr FCMI 😉