How Managing People is Done Effectively: the Ultimate Cheat Sheet

I began managing people almost four decades ago when I was in my mid -the 20s. I probably wasn’t quite ready for it. But then again, you’re never quite ready to lead until you do it, are you?
managing people
Managing people.
Henry Mintzberg once observed, “The great myth is the manager as an orchestra conductor.
It’s this idea of standing on a pedestal, and you wave your baton and accounting come in, and you wave it somewhere else, and marketing chimes in with accounting, and they all sound very glorious.”
“But,” he continues, “management is more like orchestra conducting during rehearsals when everything is going wrong.”
In other words, leading people never turn out like you think it will. People, events and other factors often surprise you. That’s why the most important thing you do as a manager is to learn.
In judging other people, we need to pay attention not to what they promise but to how they behave.
Past behavior is the most reliable predictor of future behavior.
The three components of happiness are:
* something to do
* someone to love
* something to look forward to
We love someone when the importance of his or her needs and desires rises to the level of our own.
Management is not about building and executing plans but, as Mintzberg suggests, the art of guiding teams through plans going awry.
Here’s what I’ve learned about this interesting topic.

Managing people … a tough task

Managing a staff of employees – with their diverse personalities, responsibilities, ambitions and pet peeves – can sometimes feel a bit like nailing Jell-O to the wall.
And at small companies, where every single employee needs to pull their weight to move the business along, it can feel like nailing Jell-O to a wall and then try to balance a cat on it.

Hire For Curiosity And Temperament

One of the most crucial things a business leader does is hire people. So when I started out as a manager, I sought out candidates with impressive credentials, hard working people who went to top schools, scored high on aptitude tests and had impressive resumes.
I also designed compensation schemes and retention practices to motivate individual performance.
However, recent studies show that high-value work is increasingly done not by individuals, but teams and those teams are increasing in size.
Moreover, other research demonstrates that diverse teams outperform those that are more homogenous even if the more uniform units are made up of people with higher ability.
The truth is, you don’t need the best people, you need the best teams. That’s why I eventually realized that the best attributes to look for are curiosity and temperament.
A curious person can learn just about anything they set their minds to, and if they have the temperament to work within a team, they can achieve far more than a high powered arrogant jerk.

 

Getting out of the way

The best advice I have received and believed in is to hire great people, share your vision for the company, provide clear direction and expectations, then get out of the way so they can do their best work.
Always be available to support each person on your team but encourage autonomy, creativity, and risk-taking.
Rehabilitate all micromanagers … or replace them if you can’t save them……because they will kill all autonomy, creativity, and risk-taking and force your best people to leave.

 

managing employees
Managing employees.

Learn to get rid of the ‘bad’ apples

Once you begin to understand that performance relies on teams rather than individuals, it becomes clear that you need to change not only how you hire, but how you fire.
After about five years of managing people, I began to suspect that I should fire nasty people, even if they seemed to be high performers.

 

 

The prime motivator

Many managers spend a lot of time and energy designing compensation schemes to incentivize performance.
As Daniel Pink explains in Drive, decades of studies show incentive pay often decreases productivity, especially for tasks that require creative thinking.
He argues that the best way to motivate them is to give them opportunities for autonomy, mastery, and purpose.
Some very successful companies have put dignity at the center of how they run their business.  Zappos pays its employees a bonus to leave after a training period because the firm realizes how important it is that people want to work there. LinkedIn founder Reid Hoffman suggests that managers treat staff as allies, rather than underlings.

Consistent improvement

Be happy but never complacent.  A key driver of our success has been a constant improvement.  Each day, we improve some aspect of the business.
 When you take daily improvement steps, you end up covering a lot of ground over time.

Taking a different viewpoint

Easier said than done, I know.  But there may be reasons why a certain person is hard to manage.
Has he or she always been this way, or may new external factors be contributing?  Is there anything in your management style (hard to imagine, I know!) that could be triggering an oppositional response?
There were times, for example, I was unnecessarily micromanaging people and was completely unaware I was doing it… until it was (entirely accurately) pointed out to me.
If you can look at a problematic situation holistically and gain insights into why someone is acting the way he or she is, that can lead you to a constructive solution.

 

  

how to manage staff effectively
How to manage staff effectively.

Being wrong is OK

Probably the most important thing a manager does is make decisions. When I was leading an organization of 800 people, I routinely had to make decisions that not one of those 800 people — many of whom were extremely talented and intelligent — could answer on their own. I didn’t necessarily know any better than they did, but it was my job to make the decision.
I like to think that I got it right more than I got it wrong, but the truth is that when you have to make tough decisions about complex issues, you are going to come up short a certain percentage of the time. When that happens, you are going to get a lot of blame, and you’re going to have to clean up the mess.
What makes these mistakes even more painful is that, whatever choice you make, there will always be people who were pushing for another course of action. In fact, the lack of consensus about what to do is often the reason you had to make the decision in the first place. Making mistakes with substantial consequences is simply part of your job.

Let me give an example.

On one occasion I was struggling to engage the audience. Maybe I was having an off day. Maybe they were having an off day.
Or maybe the fact every one of the 100 people in attendance was a CEO, an executive, or the owner of a medium to large business meant they were way more accustomed to being listened to than they were in listening.
So I took a different approach. “In one sentence, what is the key to leading people?” I asked.
Throwaway question? Absolutely. I knew no one would answer.
That was the point.
So I asked the question and then paused to read the room. Some people looked down. Some looked away. As I expected, no one was going to answer. Cool.
I was about to speak when a voice broke the silence.
“I think I know,” a man sitting in the back corner said, somewhat hesitantly.
A few heads turned in his direction.
Mine did too because I was a little surprised and a lot concerned. Shoot, I thought, now I’ve stepped in it.
He’s about to whip out some leadership cliché or channel his inner John Maxwell or Stephen Covey.  I started scrambling to figure out how to recover from the dead end I had created.
So I was only half-listening as he said, fairly quietly, “No one cares how much you know until they first know how much you care about them.”
Wait–what?
“Can you repeat that?” I said.
Some heads slowly turned in his direction.
“We think we have all the answers, and maybe we do, but that doesn’t matter. No one cares how much you know until they first know how much you care about them,” he repeated.
I stared. More heads turned in his direction.
He took the silence in the auditorium as disagreement.
“No, really,” he said, starting to sound more confident.
“Yeah we’re in charge and yeah we talk about targets and goals and visions, but our employees don’t care about any of that stuff for very long. We can communicate and engage and connect all we want, but no one listens to us.
They just smile and nod and go back to doing their jobs the way they always do.
“Our employees don’t care about what we want them to do until they know how much we care about them.
When an employee knows–truly knows–that you care about them, then they care about you. And when they know you care, they will listen to you… and they will do anything for you.”
The best answer I ever received, hands down.

The bottom line

Human beings are hardwired to connect. While some creativity is achieved in moments of isolation, managers are well-advised to create a socially smart workplace.
They can do so by making an investment in the people who work for them. Managers should have a vested interest in taking a vested interest in their employees.
Part of that is creating a team environment. People are more driven when they are a part of a team and tend to feel a more personal investment in the company’s success.
As a group, they often express an elevated level of intelligence.
As a manager, you should be encouraging a team environment; you should also be regarding of your employees as individuals.
Instead of seeing them as cogs in a machine, you are far better off looking at what each person offers and how you can maximize the quality of that person’s work life.
As managers, we can learn to be mindful in our decisions, policies, and practices. The best way to start is by thinking about what our values are and choosing to live by them.
If all of us were to do this in each of our interactions, we would find that our attitude is contagious. Amazingly so, yes?
Customer engagement
Customer engagement improvements are worth the effort.
Need some help in capturing more improvements for your staff’s leadership, teamwork, and collaboration? Creative ideas in running or facilitating a team or leadership workshop?
 
All you get is what you bring to the fight. And that fight gets better every day you learn and apply new ideas.
When things are not what you want them to be, what’s most important is your next step.
Test. Learn. Improve. Repeat.
Are you devoting enough energy innovating your social media strategy?
Do you have a lesson about making your advertising better you can share with this community? Have any questions or comments to add in the section below?
 
Mike Schoultz is the founder of Digital Spark Marketing, a digital marketing and customer service agency. With 40 years of business experience, he blogs on topics that relate to improving the performance of your business. Find them on G+Twitter, and LinkedIn.  
Digital Spark Marketing will stretch your thinking and your ability to adapt to change.  We also provide some fun and inspiration along the way. 
More leadership material from Digital Spark Marketing’s Library:
Build an Effective Team by Being a Talent Hound
Secrets to Becoming a Remarkably Mindful Leader
 

People Management: The Best Tips and Hacks for Leaders

Ever wondered how the best leaders handle being at the top so effortlessly? The truth is, these highly successful people do stumble, worry, and doubt themselves, just like the rest of us. But they are very good at mastering the way they are perceived. The higher you get in a company, the less time you’ll spend on executing tasks and managing projects and instead you’ll be focusing on people management.
people management
People management.
Keep learning: 10 Positive Thinking Ideas from Peers and Mentors
As a leader, you must understand that your success depends on the success of your team. Note that people management skills will be absolutely critical.
My career spanned 40 years as a manager in large organizations before I transitioned into consulting.
In those years I was a manager of people in 37 of those years. 37 years of continuous learning on leadership and management.
The essence of a leader comes down to the fundamental values of the individual.
What behavior are you role modeling? How do you treat your team members?
Let’s examine these game-changing leadership behaviors for managing people that can help in the way you are perceived:

 

Get into action

It is critical that you learn the importance of the start, whatever you have been postponing.
Just do it, as Nike likes to tell its customers and potential customers. If you wait for the perfect time to start, it will never happen, and you will have accomplished nothing.
Great leaders don’t work in existing systems. They change the systems to give them what they want.
They don’t delay the start. They come up with new options for jobs, projects, and professional development that their bosses hadn’t even thought of.
They see an opportunity coming their way before most of the rest of us have even looked up from our laptops. They don’t hesitate to seize the initiative, do they?

Learn from competitors

Observing and learning from those around you makes you stronger, better. Never fail to see its value.
Your peers, as well as competitors, can usually teach you more than your friends. Let them. Learn from them.
To be a great leader, you need to have a strong will and an even stronger stomach. You need to remind yourself that your job isn’t to make everyone happy, but rather to improve the organization as a whole.
Good leaders are constantly trying to improve, surround themselves with the ablest people they can find.
They look squarely at their mistakes and deficiencies, and they ask frankly what skills they and the company will need in the future.
And because of this, they can move forward with confidence that’s grounded in the facts, not built on fantasies about their talent.

People management … ask for help

Never, ever, hesitate to ask for help in anything you are doing. You can’t possibly know and keep up with everything.
Ask, listen well, and learn.

Keep things in perspective

Find balance in everything you do in life.

A man should never neglect family for business

Having work-life balance is important. Never be so consumed in business activities that you neglect the individuals whom you need the most.
But aside from this, great leaders know they need a life so that they’ll learn more about other people, gain perspective, and grow their knowledge.
It’s easy to fall into the idea that our work is all that matters. You are not the center of all things important.
The lives of others don’t revolve around you. Don’t act as they do.

Persistence

Persistence is key. Always keep up the effort as you will never know how close to success you may be.
Think about your energy. It’s not just about what you like best, but about what feeds you and what depletes you. And who.
Do what you can to increase the good stuff and decrease the bad. You just need to realize you have the power to accomplish it. Much more than you may have imagined.
Eliminate whatever it is in your life that’s draining you, and replace it with something that inspires you. This will help your persistence.
how to manage staff effectively
How to manage staff effectively.

No fear of failure

No matter how confident someone may seem, everyone is afraid of failing. All of us are afraid of screwing up or afraid of looking stupid.
But great leaders know that everyone they interact with is also afraid.
These people are successful because they act in the face of fear. They go after what they believe, seek change and, ultimately, make a difference.
They also believe they can take a risk because even if they fail, they’ll be able to learn from it and overcome it.
Their fear doesn’t hold them back. Instead, it springs them into action, because they know not stretching themselves is worse than failing.
Dreams always follow those who dare to fail, get up, and reflect and learn from the experience

Wear your passion

Always wear your passion in what you are doing. To do that, you must find those things that you love.
Follow the passion; it is what gives you the strength to overcome the obstacles to everyday tasks. Passion is power … it is what keeps you going when everyone else gets tired and gives up.

Coordinating with others … continuous improvement

Always work hard at being a little better than you were the day before. Continuous learning is one of the most important attributes in the work and personal environment.
Great leaders know that every step they take, every decision they make, matters in the end.
They know they must strategize carefully, and then act decisively. They know they must think ahead — not just to their next step — but to the many steps after it.
Practice these leadership behaviors often and think ahead for your greatest leadership advantages.

Be nice

This should be pretty obvious, but the first principle when working in a team is to be nice. People don’t want to work with nasty or aggressive people, and such behavior will only hamper any collaboration.
Beyond a basic level of decency, you should also avoid a robotic focus on work and remember that your team is made up of human beings.
Ask them how they’re doing before launching into the tasks you need them to do.
Take a moment to ask about their weekend, show that you’ve got good manners and say please and thank you!

Show them you care

Still on the human being topic, leading a team means showing that you care about them as individuals.
So check in to see how they feel if they’re off sick, bring them a cupcake on their birthday, buy them a coffee from time to time.
These little gestures will demonstrate that you don’t just think of them as cogs in the machine and will make sure to keep spirits up. This is true especially when workload is heavy, or morale is low.

Be fair

Being fair to your team members means valuing each of their contributions, giving each of them the attention that they need, giving credit where credit is due.
It also means taking due responsibility for work on your side, and role modeling the behavior that you expect from your team.
After all, you can’t expect them to be careful with the company’s money if you’re seen to be frittering away the budget.

Focus on their growth

As a people manager, you are not just responsible for making sure that the work gets done.
You are responsible for helping each reach their full potential by getting the feedback and coaching they need, learning new skills, and finding the right assignment.
This also requires focusing on your performance so be sure to ask for feedback also from them.
Remember to keep growing as a manager by attending training sessions and getting coaching yourself.

Support them externally

Trust and solidarity are fundamental values when working in a team and sticking up for each other.
When the going gets tough it will help to maintain cohesion. Your team needs to know that you’re not going to throw them under the bus if they make a mistake.
You might need to talk to the individual who has made that mistake. But remember not to do it in front of clients, agencies or colleagues outside of your immediate team.

Engage them in your vision

People need to know what they are working towards, the bigger picture of what you’re trying to achieve. Sharing your broader vision will help them to understand the role they have to play and keep them engaged.
This will become all the more important as you grow more senior in your role. You can start even with a small project.
What will be the impact if you’re successful? Is there a metaphor or image that you can share that will capture the essence of what you’re trying to achieve?
Get your team energized and excited about the bigger goal that lies ahead.

 

continuous improvement
Continuous improvement.

Be a good coach

Provide specific, constructive feedback, balancing the negative and the positive.
Have regular one-on-ones, presenting solutions to problems tailored to your employees’ specific strengths.

Empower your team and don’t micromanage

Balance is giving freedom to your employees, while still being available for advice. Make “stretch” assignments to help the team tackle big problems.

Express interest in team members’ success and personal well-being

Get to know your employees as people, with lives outside of work. Make new members of your team feel welcome and help ease their transition.

Don’t be a sissy. Be productive and results-oriented

Focus on what employees want the team to achieve and how they can help achieve it. Help the team prioritize work and use seniority to remove roadblocks.

Be a good communicator and listen to your team

Communication is two-way: you both listen and share information. Hold all-hands meetings and be straightforward about the messages and goals of the team.
Help the team connect the dots. Encourage open dialogue and listen to the issues and concerns of your employees.

Help your employees with career development

Identifying and exploring such opportunities with your team presents an opportunity to become the kind of leader who truly changes lives.

Have a clear vision and strategy for the team

Even in the midst of turmoil, keep the team focused on goals and strategy. Involve the team in setting and evolving the team’s vision and making progress toward it.
What to learn now: How to Create Honest Employee Trust and Empowerment

 

Have key technical skills so you can help advise the team

Roll up your sleeves and conduct work side-by-side with the team, when needed. Understand the specific challenges of the work.

 

The bottom line

The examples of people management are all around us. All we have to do is be open minded in how we look and how we apply the best lessons learned.
Now it’s your turn. What are the brand marketing ideas you have seen lately?

 

SMASHING BRAND IMAGE
Looking to create a smashing brand image?
Need some help in capturing more improvements for your staff’s leadership, teamwork, and collaboration? Creative ideas in running or facilitating a team or leadership workshop?
 
Call today for a FREE consultation or a FREE quote. Learn about some options to scope your job.
Call Mike at 607-725-8240.
All you get is what you bring to the fight. And that fight gets better every day you learn and apply new ideas.
When things are not what you want them to be, what’s most important is your next step. Call today.
Test. Learn. Improve. Repeat.
Are you devoting enough energy continually improving your continuous learning?
Do you have a lesson about making your learning better you can share with this community? Have any questions or comments to add in the section below?
 
Mike Schoultz is the founder of Digital Spark Marketing, a digital marketing and customer service agency. With 40 years of business experience, he writes about topics to help improve the performance of small business. Find him on G+FacebookTwitter, and LinkedIn.
Digital Spark Marketing will stretch your thinking and your ability to adapt to change.  We also provide some fun and inspiration along the way. Call us for a free quote today. You will be amazed how reasonable we will be.
  
More reading on mentoring from Digital Spark Marketing’s Library:
Remarkable Lessons in Motivation Steve Jobs Taught Me
How to Create Honest Employee Trust and Empowerment
The Story and Zen of Getting Things Done
 
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