What They Don’t Tell You About Leading & Managing People (But Probably Should!)

Leading & Managing People Takes Time - A Lot Of It

In my view and experience, leading and managing people is not an innate talent - it’s a skill that is honed through years experience.

Quite a lot of years at that.

Having spent decades managing teams of people, of at times up to 100 persons across multiple locations, as well as teaching management, I’ve learned that effective leadership and management is built on a fair bit of trial, error, adapting, reflection and repeating again of such.

I began seriously reflecting upon, working on and refining my leadership and management style early on in my career, though I must say that it took a lot of time to get it the way I wanted.

I’ll admit, in my early days my approach was often pretty woeful, pretty hit-or-miss and sometimes very much just plain wrong

Also the ego tended to get in the way a fair bit

With experience a fair bit of trial and error and time, it did however improve

This journey took longer than I expected it to though.

What I also found along the way was, what worked in one instance or in one workplace didn’t always translate as well or easily to others.

Just as I thought I had nailed this managing people stuff, I realised that it was not the same recipe that I could follow time after time with different people in different settings.

So I thought I would share with you some of the things I wish someone had pulled me aside and told me sooner rather than later - and that I learnt over a long time managing people.

Learn To Trust Your People

Most people come to work to do their best.

Occasionally, some might let you down, but most do not.

The vast majority of people are at work to do what you paid them for. That is reality.

Indeed, if you generally don’t trust them, you need to really ask yourself - “why did I hire them in the first place?”.

Look around occasionally at work and ask yourself - are the majority following me in what I am trying to achieve? - if yes, then that is as good as it gets, if not, then the problem (and solution) is probably you.

Minimise The Command & Control

Command and control management doesn’t really work well. While it may seem effective as a simple and effective management style initially, more often than not it creates unnecessary tension, resentment, and makes good people feel like they’re doing something wrong.

In early days of managing people I genuinely thought I was the boss, and they would do what I told them. As I said above, that approach had limited to little success.

Yes, I know you are paying them to work, but this style of management simply does not work well especially in the mid to long term. If you have to direct someone to do something as a leader or manager, frankly as far as I am concerned, you have pretty much failed in your objective. They need to respect and follow you of their own accord.

Be As Collaborative As You Can

Be as collaborative as you can be in your management style.

I am not saying you have to be warm and fuzzy, and a people pleaser all the time.

In fact, quite the opposite - most people at work, appreciate strong, clear and direct leadership.

However you do need to collaborate with and engage people in as much decision-making as you can, in and about their roles, give them as much responsibility, ownership, and autonomy as you can. With time, you will find they will cope better and grow if they’re committed to the purpose of the place, genuinely involved in its running and have some say in how to do their work.

More we, less “I” is what I’m trying to say. Treat them like adults and generally they will respond that way.

Act Promptly When Making Decisions

Leading and managing is hard, and often a lonely road. Ask most CEOs and they will acknowledge this even though they may have a chairperson, board and stack of directors around them to ask and consult with.

All of this may leave you open to procrastination.

Do not overthink or procrastinate too much is my advice.

Think things over, by all means, especially important things, consult as much as you need, but then take action. Avoid lengthy procrastination though, kicking the can down the road, or just plain ignoring important things.

Delegate as much as possible as you cannot do everything for everyone, even though we try to at times.

Don’t ignore important emails, telephone calls from people who report to you, or even requests to see you for 5 minutes, or they will more than likely, snowball into bigger more problematic issues on you.

Also, learn to make less important decisions quickly, sooner rather than later.

Most decisions can ultimately be fixed, adapted, or reversed, if necessary. It is rarely the end of the world if you make a bad decision, moreso one that you took too long too or not at all.

Ultimately you get paid the big dollars to make the decisions, so make them.

Avoid Micromanaging

This is an important one.

People hate being micromanaged, and they will generally dislike you for doing so.

Be straight, be clear about your goals, priorities and expectations, then step back.

Use simple language. Check they understand what you want. People will like you for doing this as I said above, they like strong clear leadership. By all means check in occasionally to make it clear they are not alone, but don’t constantly hover over them.

Do what you have to do, so that the purpose of what you are trying to do is matched with the necessary support, then step back. Be there, as I said, if needed. Publicise your availability and live by it so your people know they can reach you, if and when needed. Literally and metaphorically keep your office door as open as much as you can, so people can tell you are available.

For the main though, step back and just be there. Let them do the work you are paying them to do.

These are the people that will generally do what you want them to do, deliver you the goods, make your clients happy, and ultimately serve your purpose and make you a lot of profit. There are exceptions I know.

Just be good to them and they will generally reciprocate and more.

“Be kind” seems a common modern catch cry, but it is true, and generally it works.

Do not micromanage your people - I cannot say this enough.

Stay Connected

You don’t need to know every detail of your people’s personal lives, but informal check-ins make for authentic conversations and help you understand what’s really happening with both them, others, and in the business.

They also allow your people to see the human, as opposed to managerial side of you.

The informal is as important as the formal stuff, when it comes to managing people.

Prioritise A Positive Workplace Culture

A positive workplace culture does wonders.

People should in the main, enjoy coming to work and doing their work.

Your role is to facilitate the above.

Be consistent - do not play favourites with your people, as it undermines trust and goodwill. Treat everyone fairly, going out of your way to be balanced in your approach.

You are not necessarily there to be liked (it does help though, just quietly), but it is important that you remain respected.

Act ethically, be inclusive and act impartially. People notice.

Keep things as positive as you can.

Minimise The Meetings

Most meetings are a waste of time. If meetings are necessary, keep them short and to the point.

A clear, concise email is often more effective than a lengthy, unfocused meeting.

Watch meetings as a time waster.

Recognise, Reward & Deal With Performance

Regularly acknowledge high performers in whatever way you can. They are the hardest group of people to reward appropriately. While money is a motivator, it can be quickly forgotten for this group.

Think creatively about other ways to reward performance generally for all your people as well. A sincere thank you or job well done sometimes goes a very long way than a Christmas bonus.

Address sub-optimal performance promptly as well. Be straight, be honest and get to the bottom of the issue and deal with it. If you do not deal with it or procrastinate, in my experience, it will snowball. Uncomfortable, yes - no one likes having these types of conversations but they are necessary as well.

Value Long-Term Consistency

No one performs at their peak every day.

It’s the long-term consistency that really counts and delivers.

By all means, check in regularly with performance reviews, but a better gauge for real performance is what your people have done for you over years in time.

Gauging performance over many years recognises how people have dealt with the natural ups and downs of every business, and the many crises that invariably occur over say 2 to 5 years of any role. They are a much better way in my view, to see how a person has performed in a role, than more sectioned and quarantined assessments.

Respect Diverse Work Styles

We are all different.

Different people work at different speeds, and in different ways.

Focus more on outputs, not inputs is my point here.

It’s the work that people produce, the goals achieved, the satisfied clients, purpose achieved and profits made that really matters, not the state of their desk, what hours they come in or where it is located for that matter.

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Paul Ippolito is Principal of Ippolito Advisory. He is a legal futurist, lawyer coach and consultant to the legal profession. Paul is available for media enquiries, speaking and consulting. You can contact him here.