Managing Successful Managers

As an employer or senior leader, you want successful managers. Whilst the basic principles of people management apply, there are some differences in this situation. You want the best from your managers, but how do you support without interfering, achieve the standard of leadership and management you need from them, and not add to the pressure they face?

Often people are promoted to managers because they are good at what they do. However, the skills to manage people are very different and where do they learn the right way? Successful managers require you role modelling best practices, being prepared to adapt your style to theirs, responding to their needs, and paying attention to trust and inclusion.

When you have capable, trustworthy, successful managers, this frees you up to focus on what you need to get done. Also good managers are hard to find, so it is important to retain them and achieve the best from them. Here are some thoughts and options on this.

SETTING EXPECTATIONS

It is easy to assume that people know what they should be doing. However, their perception may be very different to yours. The key foundations for building confident managers are explicit roles and responsibilities; and checking understanding of them. It is also important to regularly review the reality of the role and the responsibilities that brings, as things change rapidly in modern businesses. Communicating those roles and responsibilities clearly to the rest of the team is another critical step.

Options

AVOIDING THE ACCIDENTAL MANAGER

An ‘accidental manager’ is someone who has done well in their role and is rewarded with being promoted to a management position without any guidance, training or support. A person may be good at their job, but this is not the same as being good at managing. It is where people have been ‘thrown in at the deep end’ and are left to sink or swim. In this situation, they must learn the hard way or rely on copying their role models. This can work if their leaders are good, but it can lead to the perpetuation of bad habits. Accidental managers are a contributing factor in the UK’s low productivity.

Managers have a major impact on performance, motivation, engagement, well-being, and the overall profitability of the business. Good management is crucial to driving growth and productivity, and managing people well requires a specific set of competencies. The natural ambition, drive and motivation of managers can be damaged if they are not fully supported. Can you afford to leave it to chance?

Alternatively, a person can have an over-inflated perception of their capabilities and feel they don’t require training. Like Icarus, they think they can ‘wing it’. The danger is they may get burnt (along with those around them) and fall to earth with a bump. Even where training is given, the learning may not be applied, if there is no encouragement and accountability back in the workplace. It is too easy to go back to previous behaviours.

Options

MANAGING MANAGERS

First line managers can have the single largest positive or negative impact on your business. They influence employee performance, engagement, satisfaction, productivity, efficiency, and turnover. As an employer, you have an important part to play in ensuring your managers have what they need. Here are some aspects to consider.

1. Authority and Structure

Linked to responsibility is the authority that person has. This is in decision making, resources and performance management.  A manager who is unclear about their authority can feel very under-confident when dealing with difficult situations.                                                    

Even where managers have clear authority, the danger is having that authority cut from under them. This can be done inadvertently by not supporting them in performance management issues or chastising them in front of their team. Another common way of undermining line managers is by micro-managing. Learning to let go is one of the most difficult aspects of leading a team. If you have delegated authority and responsibility to your managers, then let them manage!      

Options                                                     

• Don’t assume they understand their level of authority. Ask and check understanding.
• Empower them as far as their skills allow and challenge them to grow.
• Delegate effectively.
• If they are taking too much authority, revisit the expectations. You can ‘clip their wings’ without destroying their enthusiasm.
• Use 360-degree reviews. Be clear why you are doing it, how you will use the information gained, and keep it simple. Involve everyone to ensure non-bias.  
• Deal with issues early before they escalate to something much bigger.
• Role model asking for and taking feedback.
• Develop quality feedback.

A finite structure and line of communication gives a clear message to everyone. The worst thing that can happen is ‘leap-frogging’. This means an employee can by-pass their manager and go higher up; or the manager is not included when directions are given to team members.

2. Role Model and Direction

Good leadership and management start from the top as others will follow your example. It is showing your people what good management looks like and fostering a growth mind-set. People need to believe they can achieve the standard required. How well are you role modelling the values and behaviours?

If people don’t know where the business is going on a short-and long-term basis, then effectively directing operations and making good decisions is very difficult. It can lead to high frustration and low morale, which impacts on the team.  How clear are you about business direction?                                                

3. Constructive Feedback

Regular feedback can help managers develop the knowledge, skills, and behaviours your business needs. It is about looking for opportunities daily to give your managers a thank you, praise, or feedback. How well and often do you give feedback?                                                                                                                           

MANAGING MENTAL WELLBEING

If you are already short staffed, you cannot afford people taking more time off work. Successful managers need to be in good health, physically and mentally. We know that mental ill health affects one in four workers. The uncertainty created by the cost of living and energy bills rapidly rising, perpetual negative media talk, plus many other aspects of modern life, are likely to cause more stress and anxiety. All this will impact on your team and will require greater leadership and management skills from you.

Early intervention can create a positive culture to build resilience and stress management skills. Talking about mental health and early recognition of people struggling can reduce the chance of absenteeism and longer-term illness.

According to the CIPD, more than eight in ten organisations increased their focus on mental health during the pandemic, but less than half believed their organisation was effective at identifying and managing mental health risks. The updated guide Supporting Mental Health at Work, developed jointly with Mind, provides practical advice to help you support those coping with mental health issues.

Options

• Check the state of mental health in your business.
• Encourage people to talk about it.
• Make mental wellbeing a KPI.

TAKING ACTION

What action do you need to take to ensure you have successful managers, who are the best they can be? Please contact me if you would like to know more.

Also published on Medium.