It’s One Thing to Hire People Smarter Than You…
…but it’s another thing to learn from them. It’s important to trust your team, but why not get the most out of the experience? Especially if you’re a technologist, you can’t ever stop learning (and probably wouldn’t want to).
“No Surprises”
This is a great follow-up to my previous post about great managers. What Great Bosses Know About ‘No Surprises’ by Jill Geisler at the Poynter Institute really hits the nail on the head regarding managers’ relationships with their employees. Are you approachable? Do you handle issues that are raised, and/or are you clear about what you can and will do about information that is raised to you?
While I’ve never had an explicit “no surprise” rule with my employees, it’s very true that I don’t want to be surprised, and would love for my team to be as open with me as possible. If you want your team to be open with you, though, you have to act on their feedback. It is important to note, though, that as managers we have to choose our battles. But at the same time, your team needs to see that they’re not wasting their time by going to you. I’m sure I’ve been guilty of not making it clear to my teams how I’ve addressed problems with the sacred cows, perhaps in an effort to protect my relationship with them. But that may not be best.
A lot to think about.
Being a Great Manager
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?
