Being a Great Manager
February 4, 2010 · Posted in Team Management
From time to time I like to read books or articles on how to be a great manager, so that I can find ways to continuously improve. Tonight, I instead decided to reflect on the qualities I’ve tried to emulate in my [best] managers past [and hope that I've succeeded]. It’s a good way to make sure I’m not slipping, and to continue to find ways to improve. Here’s the short list of advice I’ve given myself:
- The best leaders consider themselves support for their team, rather than “bosses”
Rather than give orders, ask for suggestions and try to gain consensus. Look for the signs people give off when they need help to make progress. Help them solve their own problems, or give them access to the resources and support they need to succeed. Being an expert in what your team does is a huge bonus, but recognizing that members of your team may know some aspects better than you do is even more important. And when the team screws up; focus on how to fix it, followed by how to prevent it from happening again, rather than getting angry. In fact, let the team come up with solutions on how to prevent it from happening again. Course-correct with evidence-based suggestions; not by using a stick. - Lead by example
Show excitement. Be the first in the office, and the last out. Work collaboratively, and work hard. Show the team you’re not afraid to get your hands dirty and do some real work.
- Be organized and proactive
Plan ahead as much as possible. The more lead time you can give your team on a project, the less you’ll have to give your team frustrating last minute urgent tasks.
- Be patient, and not reactive
Don’t respond to frustrating situations immediately unless absolutely necessary (kind of like the rule of not sending e-mail when you’re angry). Don’t freak out when people screw up. The last thing anybody needs after screwing up is a lecture. Offer support, suggestions and alternatives; not criticism. - Always support your team with outsiders; but make sure you fix problems from the inside
If you want everyone to see your team as great; tell them how great they are. Focus on the positives when talking with outsiders. When the team does fail, take responsibility, and talk about what you’ve all learned from the situation, and the actionable changes that you’ve put in place to prevent a repeat. However, don’t let problems fester unaddressed within the team. If you focus with outsiders on the negatives of the team, that’s all they’ll see. Be your team’s cheerleader!
There’s certainly more, but I think a short list is most effective. What did I leave out that should have made the top 5? What would you add for the remainder of the top ten?
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4 Responses to “Being a Great Manager”
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Good stuff here–although I would take some issue with number one. As a manager I agree that getting suggestions from the team and letting the team find their way through a problem is key to success. But I am not sure leading by consensus is healthy. I think a leader should set the tone and boundaries–and then jump in as needed.
great post.
i think #1 really depends on the personalities on the team. but if you are hiring brilliant people, i think what you are saying makes a lot of sense. “get out of the way” and let them be brilliant. also, there has to be a lot of trust.
it takes a lot of time, or the right chemistry, to build up a team that can flourish in this style.
Clearly defining goals and boundaries, certainly. Offering suggestions, certainly. I wouldn’t call this leading by consensus; but it’s important to try to get consensus. If you want your team to work hard, care, and to have a vested interest, give them some rope. The truth is many employees stop caring and forget how to think if you’re going to overrule them anyway. And besides, if I can’t trust my team, why should they trust me?
@branford agreed. But, this is where it helps to be an expert on your subject manager. You can help guide the team down the right path, while keeping them empowered as well. Certainly, showing them hard evidence of why one path may be better than another is effective. Telling them “do it this way because I said so” is not.