The question of how to become a more effective manager seems to have lost some of its trendiness over time. Instead, the spotlight has shifted towards the pursuit of becoming a better leader.
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What might be the reason for this shift in focus?
Some might say there’s a cap on how many leaders an organisation can handle before chaos ensues and clarity of direction is lost. That said, effective managers stand as a crucial foundation upon which any organisation relies. Hence, the ongoing query: How does someone cultivate the skills and traits of a successful manager?
How to be a better manager in 5 steps
- Familiarise yourself with your policies and procedures
- Maintain consistency
- Be courageous in self-evaluation of your management approach
- Engage in ongoing reflective learning
- Build trust with your team
Know your policies and procedures
Become thoroughly familiar with your organisation’s HR policies. What are the rules on time off for Doctors appointments? How much notice of annual leave do people have to give? . If you don’t know the rules, how can you respond quickly and with authority to your team?
Maintain Consistency
Consistency builds credibility. It’s so important there was even a management theory devoted to it in the 1950’s. Consistency Theory tells us that people become uncomfortable when things are out of sync. People are happier if they can predict what to expect, so one of the easiest answers to how to be a better manager is be predictable (consistent). Be consistent in how you respond to things, be consistent in the decisions you give about the same thing to different people.
Be courageous in self-evaluation of your own management approach
Just because you have the title of manager doesn’t mean that the style you adopt is right. You’re managing people. People are all different and act differently in any situation depending on what’s going on for them.It can take years to develop a management style that you’re comfortable with, and which works for you.
One thing I know, there is no one management style that suits all people and all situations. Watch other managers that you admire, see how they react to situations. Most importantly, know what your priorities are as a manager in your organisation. Use them to guide your style. If it’s imperative that you get orders out on time, then having a long drawn out meeting with your team about a problem and trying to make decisions by consensus, is not going to work. In the organisation’s eyes you will not be effective.
Engage in ongoing reflective learning
Put simply, when you’ve done something, sit down and think about what you did. Did it deliver what you expected it to? If not, why not? What could you do differently next time to improve your chances of achieving what you intended?
To give you an actual example, let me take you back thirty years. As a young manager I needed to tell a male employee with very bad personal hygiene that he smelled dreadfully and he needed to sort it out. In that meeting I was vague, I was embarrassed, I was long-winded. I am, to this day, convinced that that man left my office not knowing what I’d called him in about! The second time I had to tell someone they smelled (a woman this time), I was so blunt the woman visibly recoiled. On reflection, yes, she knew what we’d met about but our relationship from then on was strained and she left the organisation in the next six months. I’m glad to say that over the years I have now developed an effective method to tell someone they smell, but it took a lot of reflection!
Build trust with your team
Your position as a manager gives you authority. It comes with your job title. But just because you have the title “manager” doesn’t mean that you can expect people to automatically trust you.
There’s no quick and simple formula for earning your team’s trust. However, there are two key aspects that your team needs to witness consistently for trust to develop.
Get to know your team: Your team should sense that you genuinely care about them. If you don’t truly care about the people you lead, gaining their trust becomes an uphill battle. People have a keen sense for insincerity. Display authentic interest in their well-being and as a new manager, be aware that your team is closely observing your actions to discern your intentions. If they perceive that your primary focus is advancing your own image, status, or personal gain, trust will remain elusive.
Develop genuine expertise: You don’t have to outperform your team members in their roles, but you must comprehend their work. Understand what they do, their requirements for success, and how each person’s role influences others. If you can perform some of their tasks as well as or better than your team, that’s a bonus, but avoid boasting about it.
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