Being a Good Manager Is Not Difficult
About a 4 minute read
Wrapped in responsibility with only an illusion of authority, such is the plight of a manager. At least some of that responsibility, however, is massively important, and that is the responsibility to the people they manage. The world grows more diverse and complex each day, so managers cannot take a one-size-fits-all approach to managing and leading. There needs to be focus on a tailored approach and respect for the individual. This may sound like a tall order, but connecting at the right level does not need to be a rigorous process. Instead, incorporating small pieces over days, weeks, and months can lead to stronger one-on-one interactions and a more positive culture.
Be more leader than manager
Managers need to trust their people. If an organization has sound hiring practices, team members are in their roles because they are knowledgeable, capable, or able to learn. Micromanaging disrupts learning, ruins confidence, and stunts team members’ ability to collaborate. Essentially, an over-bearing manager interrupts the entire team formation process, not to mention individual development. A good manager will be there day-to-day to support and help clear hurdles. Longer-term, the manager’s focus must be helping direct reports achieve their career goals through coaching and talent management.
Connect Often
Since micro-managing is not an option, managers need to be intentional and diligent with how they engage direct reports. While that sounds cumbersome, creating a sustainable cadence of connection should be straightforward and easy enough that it ends up feeling effortless. Technology allows connecting with groups on a daily basis, even those across geographical distances. A simple “hello” or sharing of a fun fact for the day is enough to let the team know the manager is present and available. This may open further conversational engagement, but it does not have to. The simple goal is to be present without sitting in someone’s pocket or being “business” all the time.
Weekly team huddles are another excellent way to build team camaraderie, especially since they present each team member with the opportunity to engage but do not single out individuals. I have seen managers avoid their team’s huddles or sit in briefly to deliver an update and then leave. Personally, my best results came from actively participating in huddles but ensuring the huddle stayed focused on the team. If there are updates to share, the huddle is a great opportunity to do so in real-time and see what questions or conversations arise. Otherwise, the huddle should be for the team to utilize in a way they find most valuable, which could run the gamut from sharing what is going on in everyone’s world to decompressing with a fun game or activity.
Monthly one-on-ones should be a minimum requirement. I see more organizations utilizing monthly or more frequent touch points to supplement the performance review process or do away with it altogether. As a manager, I would love not having to write an annual evaluation. One-on-ones are the prime opportunity to connect with direct reports to build a relationship and understand what is going on in their world, talk goals, and see where the manager is needed. The one-on-one also ensures there is an opportunity to provide feedback (even though the goal for feedback should be time-sensitivity), which can make challenging conversations more natural and less, well, challenging. And in the grand picture of performance and talent management, regular one-on-ones will eliminate surprises for both the manager and report come performance evaluation time.
Promote Being a Good Person
Team culture can be a make or break factor an employee, so promote a positive culture. One of the simplest ways to build toward this is being a good person and expecting it of others. Of prime importance - show concern and respect for others, direct report or not. Act with integrity – be honest and trustworthy in interactions. Be a true leader – take responsibility for a team’s or report’s shortcomings or missteps and ensure they receive the credit for the successes. These are qualities I look for in myself and expect of my superiors, and they define the day-to-day cultural experience.
I stated earlier that being a manager should not be a one-size-fits-all occupation. While aspects of the aforementioned actions can be applied as a global managerial philosophy, the goal is to get to know the person, the direct report, and tweak aspects of that philosophy so that it best supports them. Instead of monthly one-on-ones, perhaps weekly or bi-weekly touch points are more productive. There may be instances where more managerial involvement is needed on a project or scenario, so it goes beyond simple support. There is plenty of canvas in the managerial landscape to adapt as necessary. And remember, the time spent in these pursuits is not lost; it is an investment in oneself and those for whom a manager is responsible.