Managerial Morphosis, a Gravel Road
Introduction
Being a manager is a job for itself. Very interesting, rewarding, not an easy one, often not recognized. It is a job that requires a lot of education, experience and dedication. There are many ways of becoming one (a real one, not just some appointed marionette figure) but most of paths to managerial job include exceling in something and showing that excellence to a wider community. Too often that excellence is not an advantage but even a hinderance.
Getting a promotion (being assigned more… of everything)
At the beginning of our careers we know that the more efficient we are and the more we get done in the shortest time, the better it is — of whatever we do. This is better for both the company and for us. It is more likely that someone will notice us and that promotion will be near. Sometimes this promotion means becoming a manager. And that means leading some project, being responsible for financials, and very often people leading responsibility.
In an article I put together a while ago ( “You have become a manager… what now?” ) one of the first lessons I point out as a very important for new managers is to understand that with the change of position the change of skills must start as well.
Power of team
Optimal teams should be between 7 to 10 direct reports. So, this illustrates the power of the team. Even if you are entrusted less team members, the power you are given when given leadership opportunity is significant. Mathematically simplifying it, this says that even if you are 50% more efficient than each of your team members and if you work 50% more you can only (in theory) complete work of 2.25 employees. And if you are leading 7 people, you still have 5 or more of them you need to “make us of”, i.e., delegate to them and deliver this productivity such team should deliver.
In short: you were not given team to lead in order to continue doing what you’ve been doing before. This is whole new setup and you have to get up to speed quickly and find a way to maintain that team productivity.
An example from ancient times
To illustrate with an example from antiquity: when civilizations (organized societies) clashed with barbarian tribes, in most cases it was the victory of the former. However, in majority of the cases one barbarian warrior was superior to one e.g., Roman soldier. But it was the team of Romans, organized in units where they multiplied their skills that took the victory. This is what we have in organizations, we do not have “a lots of individuals with many skills”, we have teams and skills of each of these individuals need to be put to deliver the best result for all. This is what becomes a job of a manger, to organize this team. To deliver their combined strengths in directed and effective manner.
Steps and tips for metamorphosis
So how can you switch from “I do everything” to “I do nothing” (“nothing” meaning the type of work you used to do prior to assuming managerial position)?
- Create plans
- Sit down with each of your subordinates and define, together with them, plan for their work week (or some shorter project period). Define all of the key milestones with dates (times) and the deliverables (for the week or project period; this project period being shorter than a week). It is important that at this stage cycle cannot be longer than a workweek.
2. Check milestones
- As you are supposed to spend at least one hour with each team member daily, use this time to go through plan for workweek and see how each of your team members is doing
3. Do not complete their work
- The most common mistake on the road of becoming a manager (and this can be detrimental for the long-term progress — hence, very important to be done right in the very beginning) is that if someone is struggling, we tend to complete their work. Too often we say: “Oh, I can do it better and faster… give it to me”. Do not do that, never ever.
- Instead, keep helping them: create shorter milestones and check on them more frequently, give them more training, more instructions, but DO NOT complete or do their work
4. Give detailed feedback
- Although giving feedback is something very important and should be practiced continuously, in this initial phase (once you start leading team) is even more important. It will set the tone of the communication in your team for the future. It will define your personal managerial style, habit and the routine. Your team will remember how you helped them, taught them and watch over them. It will create that special bond in your team. It will create trust as well as your reputation.
- This feedback should be very detailed and with no “assumptions” that something is known or too simple i.e., do not be discouraged to share something you may think of “too simple” to be communicated. Use “better safe than sorry” logic in this phase. Even overshare.
5) Make it a routine
- Now the entire process you completed aligned in steps 1–4 (ideally in a week or shorter time) you need to make it a routine and perform it periodically. As time goes, you can have longer period without direct and planned supervision of your team — as they will become more and more independent. But be careful in leaving them without this supervision.
- Do not confuse this “operational process monitoring” with regular feedback. You still need to talk with them frequently, it only may not be about actual details of the work they are performing.
Conclusion
The steps outlined above should help in crossing this chasm of “what got me here won’t get me there” for new managers. In short, it is important to know what your team members are doing, understand the nature of their work, help them and guide them, but not do the work instead of them. Do not “micromanage” (there is a huge difference in helping and monitoring vs. “micromanaging”). That and the continuous feedback loop should assure that your team is effective and efficient and that you have become not only a manager, but a good manager. As that is the only kind that counts.
