What Great Managers Do: Five Keys to Managing Others
In my last article, I wrote about managing up: how to do your best to make sure that you are meeting the expectations of those to whom you report. In this second of three posts, let’s talk about managing others, and in particular, people who report to you in some way, shape or form.
You might be the manager of a team, the head of a practice, or a C-level executive. Great managers boost the engagement levels of the people who work for them. How do they do it?
Here are five keys to being a great manager:
GET TO KNOW YOUR PEOPLE.
In order to truly engage with anyone who reports to you, you need to understand at least a bit about who they are and what drives them to do their best work. Learn what purpose they derive from their work and you will understand what motivates them. Here are a few suggestions for how to do this:
Ask what kinds of projects they like to do most
Observe what types of tasks or projects energize them
When discussing performance, ask what kind of work they would like to do more or less of.
Take notes! If you’re not great at remembering details (or perhaps even if you are), keep a spreadsheet or other document to keep track of important information like birthdays, names of key family members, the topics of your most recent meetings, and anything else that will help you pay attention to what is important to your team member.
SET CLEAR EXPECTATIONS.
It is extremely difficult, if not impossible, for people reporting to you to meet your expectations if you don’t make them clear. Don’t make it a mystery! If you prefer phone conversations and voicemails to texts, let your team know (especially if they’re GenZ, who rarely think to use the phone for a voice call by default). If you want daily check-ins on projects, make that clear so you’re not left wondering why it’s been a week with no updates.
At the same time, focus on outcomes. Let those reporting to you get to work in the way that suits them best, and stay out of their way. No one likes a micromanager. Unless there is a specific reason (other than your personal preference) why a task must be done a certain way, allow others to find the best way for them. Doing so encourages independence and learning - you may even learn something new yourself.
SET A GOOD EXAMPLE.
Model the behavior and performance you want to see from others. A “do as I say, not as I do” approach to managing others is sure to backfire and lose the trust of your team (if you ever had it in the first place). Here are three suggestions to help build trust and respect between you and those who report to you:
Take responsibility when things go wrong. Don’t play the blame game: passing the buck, dismissing criticism, scapegoating sets a poor example. It reinforces the idea that making mistakes is unacceptable, when in fact making mistakes is part of learning and growing. On the flip side, share credit when things go well - call people out for their successes.
Be inclusive. Cultivating an environment where everyone’s thoughts, opinions, concerns, and feedback are all taken into consideration is essential. Leading by example means treating everyone - at all levels - with respect.
Model work-life balance. You don’t need to display the perfect life, but it is important to show balanced living and working. Take breaks during the day. Leave your desk at lunchtime. Get enough sleep, exercise, eat well, and take time away from the office as appropriate. Encourage your team to live balanced lives by finding balance on your own. An occasional reminder like “let’s all go home on time today!” wouldn’t be a bad idea, either.
LISTEN.
The Greek philosopher Epictetus said that we were given two ears and one mouth so that we can listen twice as much as we speak. Attentive listening builds relationships, solves problems, resolves conflicts, and increases understanding.
As a manager, it may feel easier to talk at others instead of stopping and listening first. However, by listening first and more often, you are less likely to jump to conclusions, make assumptions, or otherwise misunderstand a tricky situation.
When you listen, be sure to:
Maintain eye contact.
Be present.
Keep an open mind.
Don’t interrupt.
Practice empathy.
GIVE GOOD FEEDBACK.
Feedback can be uncomfortable for the giver and the receiver. And yet it is really difficult for someone to improve without understanding what they do well and what they can do better, and that requires feedback. Three things to remember about giving feedback:
Catch your people doing well. Often it can feel like the only feedback we get is of the negative or constructive type. Look for the strengths in your team and tell them when they are doing things well. Even a simple, passing comment can lift up spirits and performance.
Express gratitude. Similarly, don’t forget to thank your team for the work they do. Long days, difficult projects, or challenging situations can take a toll on engagement and satisfaction. Showing gratitude costs nothing and empowers those around us.
Be intentional. When giving constructive feedback, focus on the situation, its impact, and what actions you’d like to see happen in the future. Give a road-map to success rather than merely pointing out problems.
Everyone has their own style of managing others, but empathy, listening skills, feedback, and setting an example are powerful tools that, when deployed with care, will help you be at your best as a manager.