Over the past 20yrs, both as a Corporate Manager, Independent Business Coach and Trainer, I have observed effective and destructive behaviours in Management. Through observing the actions and behavior of myself and others, I have discovered that there some effective behaviours that last the test of time but can be forgotten in the busyness of business, this is a reminder of some solid behaviours and actions that will make you a better Manager:
1. Ensure your staff have SMART objectives, daily, weekly, monthly, yearly.
I know your probably thinking I am pointing out the obvious, but the truth is objective setting can be viewed as an exercise for the HR department undertaken at performance review time. It is often rushed because it is left until the last minute. When you invest time and thought in co creating comprehensive objectives with your team members, it will make performance management so much easier both from the perspective of reward and recognition and also when addressing performance problems. Objectives act as the anchor in conversations and give the destination/the goal, what would happen if we decided to get into your car without a destination in mind or only a vague idea of your destination?
2. Clearly translate their staff’s undertakings into part of an overall clear vision.
Ensure they understand the overall vision of the company and the department, be able verbalize not only the ‘What’ but also the ‘Why’ you do what you do every day. Put time and thought into explaining how their work every day contributes to the overall vision and objectives on the business. (Are they building a wall or are they helping to build a cathedral – how do they contextualise their efforts within the overall vision). Great performance comes from an emotional place, driven by the commitment sourced from feeling that you are part of something great and within that, feeling valued.
3. Give recognition, for a job well done.
People want to feel valued. Research has shown that most people leave jobs not because of salary, they leave because they don’t feel valued or see any personal growth opportunity.
4. Really know your staff.
Understand their strengths and weaknesses, and play to their strengths. (Often reviews and performance management focus on failings and weaknesses. Managers need to realise that teams do not succeed by playing to the weaknesses of the members – rather you play to the different strengths of the individuals) We all have areas where we excel and areas where we struggle. A manager needs to understand if their staff are struggling because they are doing a role or job that is playing to their weaknesses instead of their strengths. If so they are in the wrong job and the manager would do better to help the member of staff find the job or role that suits. The tough point to recognise is that even with training you may not have the right role for them and its best for all concerned that they find the role where they can shine that is geared toward their strengths. A brilliant tennis player may never succeed in a rugby team!
5. Invest in their own development and the development of others.
Often managers lose sight of their own development as they look to manage and drive their teams. Without this they will undoubtedly become stale, potentially disillusioned and frustrated with their own lack of progress. Management development can be done in many ways. External and Internal training programs, coaching, supporting further formal education are the classic routes. However staff meetings, social events with peers or on the job coaching are all creative alternatives. One would hope that the manager’s manager is themselves looking to develop their direct reports, but all too often the more senior someone becomes the less their development needs are addressed by their management, so its important that the Manager owns the development of themselves and their direct reports.
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