The Four Golden Rules of Managing People
Get these right and management is easier (not easy)
Management is not easy. It is a continuous push for better results, with less resources and expectations of longer hours.
But management is easier when you have the following four as a rock solid foundation.
People are the Most Important Thing
I know, it sounds obvious! But it’s true and as a manager you need to get to know your people. Not only know their names, where they sit and what they are responsible for. But get to know them on a personal level.
On a day to day level, that is coaching and supporting your team to ensure they achieve the results they need to as individuals. You can do this if you know them personally. You need to know their strengths and weaknesses (some prefer “development areas”), moods, goals, other pressures, family ties and their ups and downs.
You’re not their therapist but if you ignore the warning signs, you’re not doing your job. It’s not that hard! You have issues you’re struggling with, why wouldn’t they? How can you help?
You will find out facts about your team that are both amazing and alarming.
I had a staff member who worked nights because her son was a heroin addict and she new she’d need to be home during the day to look after him.
When I was then “told” to review the shifts, I did, with people’s significant concerns in mind.
I had a “lazy” staff member who was not performing. I found out he was a DJ is his spare time. No wonder he was tired from the show the night before, and he found the work we did boring. It was a win-win for us both to part ways.
Results are Second
The accountants in the room won’t like this one!
Results are not the most important thing. You are there to achieve them. You cannot make excuses why you are not meeting the expected results.
You are in you job to do two things well:
- Achieve the results your organisation needs to survive and thrive
- Looking after your team
Tight, Clear Measures
As a manager, you need to be clear about what is required. How many, by when, to what quality.
Make it clear, make it visible, over communicate it. Reward and acknowledge the right behaviour and performance publicly.
Address performance that is off target privately.
I’ve had people tell me in the past “to do something about so-and-so”. I responded by saying, “If I was, you wouldn’t know about it!”
Know why these measures are important. Telling the team they are “commands from on high”, or, “this is what management wants” will not go down well. Your job is to interpret what the command is, and relay it to the team to get the best results possible. It is part of the work.
Freedom to “Play”
People are not robots. Allow them freedom to be themselves within the workplace. I’m not saying part time graffiti artists should be let loose (though … at some workplaces I’ve seen, it wouldn’t hurt!).
But your team may not do things they way you would do them. It may even be better. Now they are in your team don’t make them a clone of you.
If you allow them to be themselves, and you get to know them, people will comment that they are “typical of Bill’s team, they all like that!”.
In Summary
If you master these aspects, your role in management will be a lot easier. There are always plenty of challenge that will come your way. But if these are the foundation of your management philosophy, you will have the strength and energy to deal with comes your way.
All four rules play together. It is not an either or choice.
It is “All of The Above”.
Bonus
While this applies to managing a team you are responsible for, they apply to teams you work with.
Get to know them, measure your interactions and joint progress, be clear about the results you need and don’t expect them to play the game your way. Allow for differences that will exist. Make those differences assets, not liabilities.
