Real World Lessons I Have Learnt Leading & Managing People
In my view and in my experience, leading and managing people isn’t an innate talent - it’s a skill honed through experience.
Having spent decades managing teams of people of at times up to 100 across multiple locations, and teaching management, I’ve learned that effective leadership and management is built on a fair bit of trial, error, and reflection.
Managing people requires adaptability, but one principle stands firm - prioritising people and culture over everything else - something that paves the way for success in all the other areas.
I began refining my leadership style early on, though it took time. I’ll admit, my approach was often hit-or-miss in the beginning. With experience, I did improve, even if the journey took longer than expected. What I found was what succeeded in one scenario didn’t always translate to others. It was not a receipe I could follow time after time. It depended on a lot of variables. Leadership, I’ve found, is about continually adapting while staying true to some core principles.
Here are a few of those core principles I have picked up along the way.
Trust your people. Most people come to work to do their best. Occasionally, someone might let you down, but if you generally don't trust them, you need to ask yourself - why did I hire them in the first place?
Command and control management doesn’t work. While it may seem effective initially, it creates unnecessary tension and makes good people feel like they’re doing something wrong. Engage people in as much decision-making as you can in their roles, give them autonomy - you will find they’ll thrive if they’re committed to the purpose of the place, genuinely involved in its running and have some ownership in their decision making. More we, less “I” is what I trying to say. Treat them like adults and generally they will respond that way.
Act quickly on key decisions. Avoid procrastination, especially on decisions that impact many people. Make decisions sooner rather than later. Most things can be adapted or reversed, if necessary. Delegate as much as possible.
Avoid micromanaging. Be clear about your priorities and expectations, then step back. Check in occasionally, but don’t constantly hover. Do what you have to do that any rhetoric is matched by reality then step back. Publicise your availability and live by it so people know they can reach you when needed. Then step back - you have empowered your people, now let them enact what you expect of them.
Stay connected with your people. You don’t need to know every detail of your people’s personal lives, but informal check-ins can spark authentic conversations and help you understand what’s happening with both them, others and in the business.
Workplace culture is so important. Be consistent. Playing favourites undermines trust and goodwill. Treat everyone fairly, going out of your way to be balanced in your approach.
Minimise meetings as much as you can. If meetings are necessary, keep them short and to the point. A clear, concise email is often more effective than a lengthy, unfocused meeting.
Recognise and reward performance. Regularly acknowledge high performers in whatever way you can. While money is a motivator, it can be quickly forgotten. Think creatively about other ways to reward performance and address sub-optimal performance promptly as well. Uncomfortable yes, necessary yes as well.
Look for and value consistent long term performance. No one performs at their peak every day - it’s the long-term consistency that counts and delivers.
Respect diverse work styles. People want and now expect flexibility. Different people work at different speeds, and in different ways. Focus on outputs, not inputs. It’s the work they produce that really matters not the state of their desk or where it is.
Looking Forward - The Future Of Work
Now that I have shared my story with you about past management and leadership lessons, let me tell you about some things you should be keeping your eyes on relating to the future of work:
Hybrid and remote working - how to implement workplace flexibility in a sensitive yet effective way.
What face to face in the office really looks like post pandemic.
The meaning of the purpose of work, modern day productivity, collaboration and getting people motivated to come into the office.
How to make profit in times where productivity is no longer the only benchmark.
The role of middle management and how to manage post pandemic, especially now that most people are used to working autonomously.
How to manage people remotely in an era where command and control no longer works nor is needed.
Understanding generational differences better than ever.
How much office space do you really need?
What societal expectations are there of the leadership of your business in relation to DEI and ESG?
How are you going to charge for things AI can now do more efficiently? Is it even worth training people for things AI can now do better?
How are you going to reskill and upskill your people in AI?
The challenges of obtaining and retaining skilled talent?
What is your competitive advantage in the marketplace - at a general level, specialist level and niche level?
How are you implementing a healthy work/ life balance beyond rhetoric, ensuring well-being for your people?
Recognising how we have led and managed in the past is not how we will lead and manage into the future.
We have also produced a short YouTube video here about the future of work if you are interested in hearing more from me on this topic.
Got Any Questions About The Above?
My goal is to help you accelerate this process of modern leadership and management above with this program we have developed.
Book in a time to talk to me for a free initial consultation here
