The true test of a manager’s ability is not how they respond in a crisis but how they find the stamina and maintain the enthusiasm to deal with the daily frustrations and obstacles which imped progress.

Every one raises their game in a crisis. Priorities are clearer. Cooperate is more forthcoming for the common cause. “Exceptional” circumstances justify greater flexibility and responsiveness . People are prepared to work harder and longer till the crisis is over. Excitement and sense of purpose drives people. Satisfaction levels rise as things get done and people see the difference they can make.  A sense of urgency means short cuts are ok and flexible working arrangements are just a way of getting things done quickly. Support services are seen as encouraging innovation. The message from senior management is clear and so is the plan.

Day to day management is however characterised by frustration. Priorities are constantly changing and frequently in conflict. The decision making process is slow requiring lengthy discussion. The debate around the business case being prolonged and diverted by personality clashes and interdepartmental rivalry exasperated by the competition for scarce resources. Innovation is stifled by an over cautious and risk adverse support service. Implementation is hampered by historic grievances , suspicion and antagonism towards management. A lack of consensus about the best way forward and the absence of a clear vision leaves employees apprehensive and uninspired. The effort of motivating employees and fighting the system is exhausting.

Perhaps in view of the day to day struggle it is surprising so many managers retain their enthusiasm and desire to innovate. Those who do have often found and cultivated allies in support services. A like minded colleague in HR and a helpful contact in Finance can be a very effective way of overcoming obstacles and smoothing a passage through the system. The ability in a manager to identify, cultivate and make best use of contacts in HR and Finance is underrated. This ability goes a long way in preventing the day to day hassles and frustrations from wearing a manager out. It’s also very  useful in a crisis.