O Captain! My Captain!

When you first join the workforce you may not really understand or even consider what the aspect of people management really means

And yet, you're exposed to it from day 1

Most managers are obligated to spend some amount of time with you, and immediately there's a disconnect if they're not able to make it worthwhile for either of you.

Some managers make it seem like you're just bringing problems or your inexperience to their plate.

Others may just talk about projects and tactics with you the whole time, only delving into problem solving.

And others may just walk you through a pre-scripted routine designed to check all their boxes on their management assessment.

I'm unfortunately here to tell you what you probably already know... there is no formula to being the perfect manager.

But I'll tell you what I looked for from my managers in my early career, how it changed over time, and what I wanted to give my employees when I became a manager.

Thrown into the Pool

As I mentioned, when I first joined the workforce I was mainly preoccupied with two things. Learning new skills and making an impact.

In truth, little has changed for my priorities over time. I still largely look to achieve those two things, but understanding the arsenal that is at your disposal is what comes with experience.

I looked to my manager not just to help me troubleshoot new skills, but always to 'teach me how to fish'. Some managers will walk in and solve your problems, and that can be helpful occasionally, but it's actually a great disservice to  you and won't help you in the long run.

And so my best managers were always those that challenged me first to solve the problem myself, then tell me how they would have done it, and explain the why.

Always explain the why. Even if you're not a manager and just helping a friend with a small issue. If they don't know where you're coming from then everyone's just going through the motions. Teaching and learning is done through context.

This learning loop was the first key interaction I continually looked to have with my managers.

Secondly, making an impact. Impact is a buzzy word at many organizations and can easily be translated to results.

Naturally, if you're hired to do a job, the goal is for you to contribute towards its goal. And that brings me to the deeper truth of the second component, which is always making sure my manager gave me the true north star.

What were we trying to accomplish, and once again, why.

Now, in many cases you don't actually need to know the why. And some managers may even tell you that. Don't worry about the why and just do X.

Frankly, many people don't even care about the why, as long as it doesn't impact their paycheck negatively, and that's fine.

Over time, I've started to care more about the why, but again, at a minimum what I needed to know from my manager was what we were on a course to accomplish.

$100,000 in sales this month, 70% annual conversion rate, 95% customer retention - whatever it is. If you can't measure it, you can't accomplish it.

Fabio’s Three Pillars of Effective Management

This became my creed as a manager, I always made sure my employees knew what we needed to accomplish, I made sure they understood why it mattered to the company and I never delegated a task I wouldn't do myself.

Clarity of Objectives: An effective manager communicates what needs to be achieved. This clarity instills purpose and direction, allowing individuals to be creative on the how it gets done.

Shared Significance: Beyond the 'what,' a great manager delves into the 'why' behind your tasks. This fosters a sense of ownership and commitment, which in turn creates motivation.

Leading by Example: A manager who's willing to roll up their sleeves and tackle tasks alongside you is the essence of collaboration, empathy and true leadership in my opinion.

You may notice something missing in terms of the execution portion of management. The strategy. How is strategy dictated?

When I became a manager I quickly realized I had two options. I could either give people the answers, or I could give people the tools to find the answers.

My management style is a method of collaboration. Goals should be objective and clear. But strategy and how we get there should be designed in tandem with the team that executes upon it.

I've always led from the front, which returns to why I'd never ask anyone to do something I haven't done myself.

The People Aspect

This last aspect of people management I rarely like to address as an aspect of management, because it applies far beyond it in my opinion. And it’s simply recognizing your reports as people.

A research article published by Pew Research Center in 2023 found that 51% of employed adults were satisfied with their job overall. I ask myself daily about the other 49% and if any of them were my direct reports.

There has been a gross emphasis placed on management leaders to create artificial personability with their teams, and my only advice in that regard is to follow the golden rule and don’t put your employees through anything you wouldn’t enjoy yourself.

I remember entire sales teams were being coerced into attending happy hours after working 9 hour shifts.

You have 120 hours over the course of 5 days. Most people work 40 hours. If you sleep the recommended 8 hours daily, then you’re left with 40. That means you’re left with 33% of your time with friends, family, or just taking a breath by yourself.

Give your employees support, but also give them space.

Work is not a family. Your friends can happen to be your colleagues, but not all of your colleagues have to be your friends, and you don’t have to be theirs.

Just be a good person :)

The Takeaway

Management is never going to be a one-size fit all solution, for both the manager and the managed. However, it should be considered a mutual effort to uncover both what you're looking for in a manager (or in turn what your reports are looking for from you as their manager).

Ask yourself what you're working towards and if you're on the right path. Ask your employees if they're getting the support they need or if they need help pinning down their goals.

The most effective employees I've both worked alongside and managed are able to clearly structure their goals. Those that didn't have any simply needed to be nudged to consider what those goals might be.

Remember that as a people manager your primary goal should be to foster healthy performance from your team.