Some Real World Lessons I Have Learnt Leading & Managing People
Leading & Managing Is Built Over Time
In my view and experience, leading and managing people is not an innate talent - it’s a skill that is honed through years experience. Quite a lot of years at that.
Having spent decades managing teams of people, of at times up to 100 persons across multiple locations, as well as teaching management, I’ve learned that effective leadership and management is built on a fair bit of trial, error, adapting, reflection and repeating again of such.
Managing people requires a lot of empathy and good judgment, but one principle really stands firm - the prioritising of people and culture over everything else.
I began seriously reflecting upon, working on and refining my leadership and management style early on in my career, though I must say that it took a lot of time to get it the way I wanted.
I’ll admit, my approach was often hit-or-miss and sometimes just plain wrong, especially in those early years. The ego tended to get in the way a lot as well in those earlier days. I thought it was about me at first, but as I went along I realised it was very much about them - the people I was leading and managing - who had the ability to make or break what I was intending to do.
With experience, it did all however improve, even if the journey took longer than I expected it to.
What I also found along the way was, what worked in one workplace didn’t always translate easily to others.
Just as I thought I had nailed it, it was not the same recipe that I could follow time after time with different groups of people.
Here are some core principles that have worked for me over the years:
Learn To Trust Your People
Most people come to work to do their best.
Occasionally, some might let you down, but most do not.
The vast majority of people are at work to do what you paid them for. That is reality.
Indeed, if you generally don’t trust them, you need to really ask yourself - “why did I hire them in the first place?”.
Look around occasionally at work and ask yourself - are the majority following me in what I am trying to achieve? - if yes, then that is as good as it gets, if not, then the problem (and solution) is probably you.
2. Minimise The Command and Control
Command and control management doesn’t really work well. While it may seem effective as a simple and effective management style initially, more often than not it creates unnecessary tension, resentment, and makes good people feel like they’re doing something wrong.
In early days of managing people I genuinely thought I was the boss, and they would do what I told them. As I said above, that approach had limited to little success.
Yes, I know you are paying them to work, but this style of management simply does not work well especially in the mid to long term. If you have to direct someone to do something as a leader or manager, frankly as far as I am concerned, you have pretty much failed in your objective. They need to respect and follow you of their own accord.
3. Be As Collaborative As You Can
Be as collaborative as you can be in your management style.
I am not saying you have to be warm and fuzzy, and a people pleaser all the time.
In fact, quite the opposite - most people at work, appreciate strong, clear and direct leadership.
However you do need to collaborate with and engage people in as much decision-making as you can, in and about their roles, give them as much responsibility, ownership, and autonomy as you can. With time, you will find they will cope better and grow if they’re committed to the purpose of the place, genuinely involved in its running and have some say in how to do their work.
More we, less “I” is what I’m trying to say. Treat them like adults and generally they will respond that way.
4. Act Promptly On Making Decisions
Leading and managing is hard, and often a lonely road. Ask most CEOs and they will acknowledge this even though they may have a chairperson, board and stack of directors around them to ask and consult with.
All of this may leave you open to procrastination.
Do not overthink or procrastinate too much is my advice.
Think things over, by all means, especially important things, consult as much as you need, but then take action. Avoid lengthy procrastination though, kicking the can down the road, or just plain ignoring important things.
Delegate as much as possible as you cannot do everything for everyone, even though we try to at times.
Don’t ignore important emails, telephone calls from people who report to you, or even requests to see you for 5 minutes, or they will more than likely, snowball into bigger more problematic issues on you.
Also, learn to make less important decisions quickly, sooner rather than later.
Most decisions can ultimately be fixed, adapted, or reversed, if necessary. It is rarely the end of the world if you make a bad decision, moreso one that you took too long too or not at all.
Ultimately you get paid the big dollars to make the decisions, so make them.
5. Avoid Micromanaging
This is an important one.
People hate being micromanaged, and they will generally dislike you for doing so.
Be straight, be clear about your goals, priorities and expectations, then step back.
Use simple language. Check they understand what you want. People will like you for doing this as I said above, they like strong clear leadership. By all means check in occasionally to make it clear they are not alone, but don’t constantly hover over them.
Do what you have to do, so that the purpose of what you are trying to do is matched with the necessary support, then step back. Be there, as I said, if needed. Publicise your availability and live by it so your people know they can reach you, if and when needed. Literally and metaphorically keep your office door as open as much as you can, so people can tell you are available.
For the main though, step back and just be there. Let them do the work you are paying them to do.
These are the people that will generally do what you want them to do, deliver you the goods, make your clients happy, and ultimately serve your purpose and make you a lot of profit. There are exceptions I know.
Just be good to them and they will generally reciprocate and more.
“Be kind”seems a common modern cliche, but it is true, and generally it works.
Do not micromanage your people - I cannot say this enough.
6. Stay Connected
You don’t need to know every detail of your people’s personal lives, but informal check-ins make for authentic conversations and help you understand what’s really happening with both them, others, and in the business.
They also allow your people to see the human, as opposed to managerial side of you.
The informal is as important as the formal stuff, when it comes to managing people.
7. Prioritise A Positive Workplace Culture
A positive workplace culture does wonders. People should in the main, enjoy coming to work and doing their work.
Your role is to facilitate the above.
Be consistent - do not play favourites with your people, as it undermines trust and goodwill. Treat everyone fairly, going out of your way to be balanced in your approach.
You are not necessarily there to be liked (it does help though, just quietly), but it is important that you remain respected.
Act ethically, be inclusive and act impartially. People notice.
Keep things as positive as you can.
8. Minimise Meetings
Most meetings are a waste of time. If meetings are necessary, keep them short and to the point.
A clear, concise email is often more effective than a lengthy, unfocused meeting.
Watch meetings as a time waster.
9. Recognise, Reward & Deal With Performance
Regularly acknowledge high performers in whatever way you can. They are the hardest group of people to reward appropriately. While money is a motivator, it can be quickly forgotten for this group.
Think creatively about other ways to reward performance generally for all your people as well. A sincere thank you or job well done sometimes goes a very long way than a Christmas bonus.
Address sub-optimal performance promptly as well. Be straight, be honest and get to the bottom of the issue and deal with it. If you do not deal with it or procrastinate, in my experience, it will snowball. Uncomfortable, yes - no one likes having these types of conversations but they are necessary as well.
10. Value Long-Term Consistency
No one performs at their peak every day.
It’s the long-term consistency that really counts and delivers.
By all means, check in regularly with performance reviews, but a better gauge for real performance is what your people have done for you over years in time.
Gauging performance over many years recognises how people have dealt with the natural ups and downs of every business, and the many crises that invariably occur over say 2 to 5 years of any role. They are a much better way in my view, to see how a person has performed in a role, than more sectioned and quarantined assessments.
11. Respect Diverse Work Styles
We are all different.
Different people work at different speeds, and in different ways.
Focus more on outputs, not inputs is my point here.
It’s the work that people produce, the goals achieved, the satisfied clients, purpose achieved and profits made that really matters, not the state of their desk, what hours they come in or where it is located for that matter.
Looking Forward - The Future Of Work
Having shared the above with you, now let me tell you about some things that I think you should be keeping your eyes on relating to the future of work as a manager and leader:
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 as well nor is needed.
Understanding generational differences better than ever.
How much office space do you really need and what is it for?
What societal and employee expectations are there of the leadership of your business in relation to DEI and ESG?
How are you going to charge clients for things AI can now do more efficiently? Is it even worth training your 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 you as a leader and manager.
To this end we have created this program especially given the challenges of such in modern times.
Book in a time to talk to us for a free initial consultation here
