Managing people is a skill. Yes, there are attributes that
come easier for some which allow them to manage easier, but the use and
refinement of those attributes is what makes it right. The guilt some feel about not being a good
manager is often a result of comparison to one of these “naturals.”
Are you a natural? Do
you find yourself easily speaking with your team? Do you find that there is an ability to
connect with people that just flows from you?
That’s wonderful! But, it doesn’t mean that you’re managing people. It could mean that you are a great friend, a
great listener, or a great motivator, but it doesn’t mean management is
natural. Being the boss is meant to be categorized by effectiveness, best use of talent and profitability, to start, not merely being the "fun" manager.
Think about a boss you’ve had that you liked. Perhaps the
reason you liked him/her is because of the great manner with which your
department was led. You liked that
he/she took the reigns, presented as a resource for the team and kept everyone
focused on the mission. You like
that. You crave good direction. You desire knowledgeable people to take
seriously their role. Perhaps.
Or perhaps it was because you connected with him/her
relationally. You had common
interests. You shared a passion for
sports, for a hobby or for beer (maybe beer is a hobby?). You got to know each other’s families. You shared time outside of work being social. Did that make the person a great
manager? Or merely a great friend?
I am not suggesting that every manager become a Miranda
Priestly and remain clearly unfriendly and distant. However, I am suggesting that swinging the
pendulum too far the other way might make managing just as a difficult. Hone in the skill sets needed to manage
effectively and use those skills as you rally your team together.
Time – There is a skill involved in planning and in the
usage of time. If you are someone that
just lets things “get away from you” then you aren’t managing. Time needs to be managed. Haven’t we all looked at the clock during the
work day and thought, “How can it be 3PM? I haven’t gotten done what I needed
to today.” Be competent in time
management and help your team to pursue a similar goal. Efficiencies to process are certainly
business-centric and are worth the effort.
Material Knowledge – What do we make, how do we make it, why
do we make it. If it’s a service-related
industry, follow the same pattern – what do we do, how do we do it, why do we
do it. You’ve got to know this backward
and forward, and be able to translate it well to your team. They will look to you to see how seriously
they should know the answers to those questions. If it’s just a job for you, then don’t be surprised
when it’s just the same for your team.
Be passionate about the ingredients, materials, resources used to get
done what you are tasked to get done.
Communication – “Hey, Bud, how ya doin’ today?” should not
serve as the moniker of your relational investment. What does that communicate? Likely, you are a necessary person in my life
and I can’t avoid it. Intentionality in
communication is necessary. Plan what
needs to be said; don’t hope you remember.
Know what and why things have to be shared, the time it will take to do
so and the opportunities for that communication to be collaborative.
Of course, there are more elements than this, but deciding
to become proficient in these areas will certainly impact the team being
managed. Once there is a mastery in
skill development and process, then begin to attack the next step. It will become second nature.
The effort matters. A
manager who is deliberate in seeking to refine those skills or to develop new
ones sets a stronger tone in his/her department right away. Your staff will recognize that you’re not
there to be everyone’s best friend, but to be a developer of talent by taking
seriously your own development. It also
communicates a belief that not everyone is a “natural.” It’s okay to work at it. Think about the impact on the team you lead
if they see you studying, practicing and exercising these skills. You will be encouraging them to do the same
in their areas of functional responsibility and soft skill development.
There were many days were I would have liked to do a “Devil-Wears-Prada-Throw-My
Jacket-On-The-Head-Of-An-Employee” moment, but I didn’t. I had to make the decision that the proactive
development of my management style would be compromised by either creating a
too-friendly demeanor or a too-mean demeanor.
So, hold onto your jacket as you walk in and hang it up yourself!
