People who manage people should actually “like” people. This is the first basic ingredient needed to start developing your managers.
Consider the ability of your managers to:
- Communicate direction – clearly describing objectives, giving frequent progress updates
- Manage conflict – avoidance versus course correction (without leaving dead/injured bodies on the work-field)
- Express appreciation – appropriate and well-balanced (without seeking to be liked)
- Be vulnerable – share personal failure, what it took to recover
- Have fun – enjoys managing people (most of the time).
Start designing a personal development path based on what you observe in these areas. Do not knit-pick on lesser skills, such as the ability to spell or write a succinct report – get someone else to do that for them, but be sure to keep the people on your team that love people and thrive on seeing others blossom and succeed. Be intentional in helping them get better at managing people, enrol them in appropriate programmes, engage suitable coaches and mentors and equip them to have more fun managing. Your organisation will blossom before your eyes.
If any of your managers do not have a natural affinity for others, they should never manage people. Employees leave managers because they simply cannot thrive under their (lack of) care.
- Consider your own ability to manage.
- Should you be managing people or are team members likely to leave the organisation because of you?
- Design your personal development path and highlight priorities. Speak to the person who can make it happen.
In the next post, we will explore how to identify emerging leaders and determine their potential.
Let’s lead with greater insight.