Managing is lonely. Now deal.
In my last blog, I mentioned that in the many management training sessions I’ve delivered, one key take-away that participants share at the end is, “It’s nice to know I’m not alone.” …In feeling overwhelmed at times by people management responsibilities. In being clueless about how to give critical feedback. In struggling to set clear expectations. No one is born knowing how to manage people. It’s a competency (i.e. a combo of skills, knowledge and attitudes) that is learned over time – with training, practice, hard knocks and hopefully good role models along the way.
In my previous post, I mentioned step 1 in curing the manager loneliness syndrome is acknowledging it’s a challenging role and one you probably didn’t have all the skills for when you were given the job. And that the skills that made you successful as an individual contributor (“non-manager”) are not what will help you be successful as a manager of people. Once you recognize that, it’s time to deal.
The cure to manager loneliness – step 2
Build those foundational management skills. Recognize that a big part of your job now is enabling the work and delivering results through others. Training is a must. A myriad of quality people management programs exist – virtual and in-person. I’m not talking about project management training. I’m talking about training on how to set clear expectations, how to give feedback, how to help people grow. Ask your manager, colleagues or human resources rep for suggestions. Or ask me for a recommendation. Besides building skills that will make you more confident and successful on the people management side of your role, you’ll meet fellow travelers on your management road, colleagues to learn from and bond with while growing your professional network at the same time.
The cure to manager loneliness – step 3
Be proactive and have a system – an intentional approach to handling the people side of your job. Don’t be ad-hoc or lackadaisical when it comes to your staff. Employees value predictability and transparency in their manager. Set up monthly staff meetings to gauge what’s on people’s minds and to give key updates. Set up pre-scheduled regular 1x1s with a standing agenda for each of your employees to talk through progress, next steps, challenges and support needs. I could go on, but you get the idea. Figure out a proactive system that works for you. One that enables you to keep your finger on the pulse of your individual team members while also enabling their results.
Your job as a manager is simple really – enable your employees or team-members to succeed. Depending on their experience levels, your role in that will vary. A beginner – new to a task or new to the team – will need more support than someone who is expert and seasoned in their responsibilities. Use your regular 1x1s to tailor your management approach accordingly.
Cheers to you
Share comments below if you have the urge. Cheers to all of us out there trying to get the best out of ourselves, our employees and our team-mates. And if you want a free consultation to chat through core management competencies, don’t hesitate to reach out. Onward.