This article was originally published by Fast Company.
All too often, good leadership is viewed as a more enticing and important topic than good management. People aspire to be leaders; they are trained to be managers. Many don’t even want to be referred to as a manager because the word itself has a bit of a PR problem.
And who can blame them? After all, leaders cast vision and point to the future. Managers review performance and point out problems. Leaders inspire. Managers inspect. Leaders throw great parties. Managers throw out non-reimbursable charges from an expense account.
Everyone wants to follow a leader, but no one wants to be managed. Yuck.
But this is the thing: good managers are vital to their organizations and the individuals they manage.
The essential role of a manager is to provide clarity, resources and accountability to those they manage. As an employee, I would want my manager to:
• Provide clarity about what is expected of me. A good manager helps me see how what I do impacts the team, the project, the client, and, how others view me, including how they will judge if I am doing a good job.
• Ensure I have the resources needed to do my job. A good manager will make sure I have the training I need to execute the tasks and projects I am responsible for. They remove obstacles that stand in the way of me achieving my objectives, and they provide coaching and guidance to help me do even better in the future.
• Provide accountability so I understand how I am performing compared to expectations. A good manager gives me clear feedback so I can make changes to improve and overcome in areas where I may be struggling without realizing it. They make sure I am never surprised to learn where I am excelling and where I am falling short.
When the role of a manager is defined in this way, who wouldn’t want to be managed?
We talk and write a lot about leadership, and for good reason. Good leaders are hard to find. But good managers are equally hard to find. And our organizations and our people need them just as much.
Good leaders are often good managers, but at a minimum, good leaders must ensure that their organizations have good management. They also understand that if they don’t provide good management to their organizations, then people won’t choose to follow them very long.
SO, ARE YOU A GOOD MANAGER? ASK YOURSELF THESE QUESTIONS TO MEASURE SUCCESS
As leaders, we need to take the time to determine whether our team is experiencing really good management. Here are three areas of reflection to help us develop a frank assessment of the quality of management within our organizations.
• Clear Expectations: Do my team members know exactly what is expected of them? Does each person have clear goals and objectives and understand how they relate to what we are trying to accomplish as a team? Do they understand the key cultural norms that will impact how well they relate to and effectively work with their teammates?
• Resources and Preparation: Do my team members have what they need to meet or exceed expectations? Do they have the information they need, or am I unnecessarily holding back details that could be helpful? Are we spending enough time giving them the training they need to understand both how and why we do things—so they are better equipped to handle new situations?
• Feedback and Support: Do my team members know how their performance measures up to expectations? Do we have the discipline to give not only formal reviews but also provide regular, informal feedback to prevent any surprises in the formal meetings? Do we have the cultural expectation and appreciation for honest feedback that is delivered with compassion? Does each person know I am here for them and want them to succeed?
With all the talk about leadership, let’s not lose sight of the incredible value of good management. Let’s reject any perceived negative stigma so we can focus our time and attention on growing our organization’s management capability.
And let’s give those who take up the noble endeavor of managing the recognition they deserve.
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