Confessions of a Reformed Manager:
Seven Principles for Becoming a Good Manager
Another one walked out the door. With him, $25,000 in recruitment
fees, $3,000 in relocation expenses and a $31,000 learning curve
went down the drain. Clients became uneasy, employee morale suffered
and my firm's ability to recruit top talent was negatively impacted.
My management style was costing my firm money and it was exacting
an emotional toll on me. Taking each departure personally, I was
beginning to feel like a failure.
Like so many young managers, I had been bumped up into management
because I was a good producer. No one had considered that production
and management require two different skill sets, and that those skill
sets are often at odds with one another.
I wanted to be a good manager. I took management courses, read a
plethora of self-help books and hired a management coach, but I still
hadn't hit on the right formula for management.
Totally ill equipped for my new role, I continued to make mistake
after mistake. It wasn't until I looked at myself that I got it.
First, I had tried to control my employees. Then, I had tried to
motivate them, but only when I sought to inspire them did I become
a good manager. It was a principle so simple that I had missed it.
Good management is not built upon behavior modification, manipulation
or motivation; it is grounded in intention. Instead of searching
for the right combination of words and actions to produce desired
behaviors, I began to put my employees' needs first and truly care
about them as people. Together we worked toward the company's goals
while meeting our individual needs.
Good management is not linear. Like the imagination, it is fluid,
flexible and creative. While I found no set rules to becoming a good
manager, I did discover seven principles that helped me grow into
management.
Good managers know themselves. Good managers know their strengths
and weaknesses, and they understand their management styles.
A clue to identifying our management styles can be found by examining
our relationships with our parents. Once I looked at my relationship
with my father, I discovered why my employees were unhappy. I had
adopted his impersonal, authoritarian style.
Good managers share themselves, as well as
their knowledge. When
I train executives in presentation skills, I encourage them to be
themselves. The best presenters are those who share their souls with
their audiences, and good managers are no different.
Sharing our souls does not mean becoming close intimate friends
with those we manage. It does mean, however, allowing employees access
to our lives. Employees want to know their managers as people, too.
Share yourself, but don't share your moods. Employees crave consistency
and calm from managers, especially in crises.
At no time do managers show their true colors more than in crisis.
I ran red. Adrenaline surged through my blood when faced with crisis.
While I was super-productive, I put the office in a hyper-frenzy.
By staying grounded, I could get as much done without electrifying
the office.
Good management is servant leadership. At its simplest, servant
leadership recognizes great leaders are humble servants. Servant
leaders manage from the soul and not the ego.
My job was not to do the job, but to get the job done right and
that meant ensuring my people had the tools, training, encouragement
and trust they needed. By serving them, I met my goals.
Good managers manage the whole person. I used to look on my employees
as machines, seeing them only as a means to get the job done instead
of the people they were. When I began to look at the whole person,
I began to become a good manager.
Being a good manager doesn't mean liking every employee. While I
have not liked every person I have managed, I have cared about each
one.
As managers, it is important to recognize we cannot separate our
employees' work lives from their personal ones any more than we can
separate our own.
I also learned how to utilize employees' strengths and support their
weaknesses. No employee has it all. Our job as managers is to create
personalized environments for employees in which they can thrive.
Years ago, I hired a senior consultant who was one of the most creative
people I knew and had a Rolodex as large as a car tire. Still, she
could not manage traditional public relations accounts.
After trial and error, she became "a marketing matchmaker" setting
up strategic meetings between companies sharing similar marketing
objectives. Her division quickly became one of the agency's most
profitable, and she remained a loyal employee.
Good managers thrive on feedback. Key to becoming a good manager
is 360-degree feedback. Good managers put ego aside, ask for constructive
feedback and act upon it. One of the worse things a manager can do
is ask for feedback and not act upon it.
At my old firm, employees filled out "How Am I Doing?" surveys
on their managers. To encourage candid feedback, responses were confidential
and compiled by an outside source.
From the feedback, managers were encouraged to select no more than
three areas for improvement, develop a plan, and share that plan
with their employees.
Good managers constantly check in with their
intentions. Good managers
focus on intentions over outcomes.
One employee had been with the firm for close to seven years. We
changed her job description several times to present new challenges
and capitalize on her strengths. But as the agency matured, it became
apparent we no longer had a place for her.
Over lunch, I learned she was unhappy, and although she wanted to
move on, she was afraid. That afternoon, we mapped out a plan that
made sense for her and for the agency, set a completion goal of three
months, and agreed to meet periodically.
Today, she is the director of marketing for a large professional
service firm. She is happy and challenged and looks back on her agency
days fondly.
When good managers make mistakes, they correct
them fast. Even with
the right intentions, we all make hiring mistakes. When we do, we
need to correct them fast. Again, if our intention is pure, we can
make this transition humanely and with a minimum of disruption to
the operation.
Few are born great managers. But these seven principles — know yourself,
share yourself, practice servant leadership, manage the whole person,
thrive on feedback, check in with your intentions, and correct mistakes
fast — helped me to become a better one.
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1,150 words
Copyright, Randy Siegel, 2000, All rights reserved
The Career Engineer" Randy Siegel works with organizations to take high-potential employees and give them the leadership and communications skills they need to be successful as they rise through the organization. Purchase his book PowerHouse Presenting: Become the Communicator You Were Born to Be through Amazon.com, and subscribe to his complimentary monthly e-Newsletter at www.buildyourleaders.com.
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