One of the most challenging yet rewarding jobs is the role of a manager.
It’s your responsibility to equip those around you with the resources they need to thrive. It’s your responsibility to help them grow into their best selves. It’s your responsibility to help them feel inspired each and every day to deliver their best results.
That’s how the best people I’ve ever worked with or for have felt.
Being a boss is a big responsibility. It’s one that no one should take for granted as it’s a role that comes with the ability to make or break someone’s career and dreams. If you want to be someone who employees respect and remember as a pivotal part of their personal and professional growth – the following article is going to deliver everything you need to know to make that a reality.
Let’s get to it…
Over Communicate With The Team
It’s better to over communicate what’s going on than go silent on your team.
Your team wants to know what’s going on just as much as you want to know what they’re doing.
It’s not easy to keep everyone in the loop but tools and programs exist today that make over-communication easier than ever. I strongly recommend that teams use tools like Slack for their internal communication as it’s an open place where people can engage transparently and discuss work.
Beyond Slack, tools like Trello offer companies the ability to showcase the roadmap of a project and move things along as they are implemented. For example, take this screenshot from the Trello being used by Slack to share their roadmap with developers:
As you can see, they’ve broken it out into sections including (1) Near Term, (2) Short Term and (3) Long Term. Upon executing the various tasks, they will be moved from Long Term to short term and from short term to near term. Applying this approach to internal communications and projects is a great way to keep everyone in the company in the loop on what’s going on.
Embrace Radical Candor
One of the best pieces of managerial advice I’ve ever read is from Kim Scott, an advisor to several startups, former AdSense lead at YouTube and Googler. She created a Framework for what she calls Radical Candor built on three simple concepts:
- Say what you think – Whether it’s through critique or praise – guiding your employees to a place in which they can thrive is the goal. The best bosses look for and encourage this type of relationship to happen both ways.
- Telling people what to do doesn’t work – Rather than encouraging people to find a solution on their own, this approach encourages dependence. You want your employees to have the ability to tackle tasks without you so let them.
- Give a damn – Sounds simple but most bosses just don’t. You should genuinely care about the success of your employees. Give a damn about their growth. Give a damn about their life. Give a damn by caring about them on a personal level.
When you combine these three concepts, you have the ability to deliver radical candor. Check out her talk to learn more about this approach:
In a nutshell, radical candor is No BS feedback coming from a place of good intentions.
Kim puts it best:
Radical candor is humble, it’s helpful, it’s immediate, it’s in person — in private if it’s criticism and in public if it’s praise — and it doesn’t personalize.
Strive To Never Be Late For Meetings
Woody Allen once said that half of all success is just showing up.
I’d add “Showing up on time.”
You would be surprised how many bosses show up late for meetings time after time.
It’s okay to be late once in a while. It happens.
But when you suffer from chronic late meeting disorder – it’s a clear demonstrating to your colleagues that you feel your time is more valuable than theirs.
Don’t Micro-Manage Your Team
It’s one of the elements that go into Radical Candor – You don’t need to give your team orders.
If you ever catch yourself saying:
“I don’t mean to micromanage but…”
It’s probably the perfect time to stop. Look in the mirror and reconsider how to help your employee get to a solution. The best leaders don’t do the jobs that they hire people to do. Instead, the best leaders develop their team so they can thrive without them.
I’ve seen some insane instances of micromanagement. Unfortunately, the micromanagers don’t realize they’re micromanaging until this talent gets up and walks out the door. You don’t hire great people to watch everything they do. You hire great people so they can do great things.