Being a good people manager isn’t easy.
Being a good manager takes skills, knowledge and experience. Most managers need training. Good people managers don’t just appear, they hone their skills and learn how to become a good people manager (or they don’t).
I have had so many conversations with people I manage that would sound made up to anyone unfamiliar with being a people manager. Some seasoned people managers might event consider “challenging” as a nuisance. Some managers avoid difficult conversations.
It isn’t at all “easy”. Dealing with conflict and chaos is actually part of being a manager. If you don’t like dealing with people, being a people manager might not be right for you. If you aren’t comfortable having “difficult” conversations, being a people manager might not be right for you.
People don’t just “become” good managers.
The best people managers are confident, precise communicators. They show empathy and listen to employee feedback. They art trustworthy and maintain confidential information.
As an experienced manager, mentor, coach and leader. I know people don’t just “become” good managers. They need to fine tune their soft skills and gain experience through trainings and course work. It can take lots of learning to become a good manager.
When addressing employee performance a good manager will solicit others input and meet with the employee.
As a manager it is important to gather feedback and observe employee performance. Topics relating to job performance need to be addressed. If in doubt, consult with official, published materials from your organization. Rules, regulations and specifics are usually found in an employee handbook. An employee handbook should be available to all employees at time of hire or onboarding. Most of the time, handbooks are written by human resources (HR) in conjunction with leadership.
When addressing employee performance there are also legal considerations. But, I am not a lawyer. What I will say is, formal and informal conversations have to remain appropriate and professional. It is important to know what is within bounds and also, to know what is out of bounds.
Any issues not covered in the employee handbook should be discussed with someone from HR. The HR person should be able to provide information to help a new manager deal with any personnel issues.
Ideally, every new manager will be included in company sponsored manager trainings.
There is an interesting podcast episode called What it Takes to be a Manager by HBR. It features Ellen Van Oosten, a professor at the Weatherhead School of Management at Case Western Reserve. Van Oosten answers questions from listeners who are struggling to move into management. She also offers advice and provides feedback for someone who doesn’t want to become a manager. It is a really good listen.
New managers may also participate in seminars from their local human resources rep on the topic. Take a look at the resources available to you and ask questions when in doubt. Always.
I have had to address employee conflicts, inappropriate behavior, performance issues, and emerging interpersonal relationships. As a manager, you are sometimes the last to know the gossip. So, unless one of your delegates let’s you know. You won’t hear what is going on with your people in the “after hours” unless it becomes an HR issue. Yep, it can.
Being a people manager isn’t for everyone.
A people manager needs to be comfortable thinking on their feet and adapting during situations. They need to be able to address “difficult” and uncomfortable situations. A good people manager will do their managing job while being trustworthy AND keeping things confidential.
In my roles as a people manager I have dealt with lots of outlandish situations, many that I never could have anticipated.
Being a good people manager goes beyond interviewing candidates, writing performance reviews, and giving out promotions and raises.
Decisions about hiring, firing and promoting are not trivial. Decisions should not be taken lightly. Call it what you like but employee retention is important at many organizations. If you want to operate as a cohesive team, team members need to work well together.
It is important for employees to hear feedback.
What do employees need? They need feedback on performance. They need a manager to notice and talk about the efforts they make to complete a project.
Good managers pro-actively recognize strong performance. A great manager will sing their employees praise in front of their peers and upper management. This helps everyone. It is ideal to have strong feedback and communication between the leaders of the organization and the managers. Of the utmost importance, in my experience, is to recognize star performers and not just focus on the lackluster ones. Every employee, from entry level to C-Suite expects fair compensation and wants recognition for their contributions.
Curious about hearing more on this topic?
As a manager, it is important to be a receptive ear and supportive when an employee is going through personal issues. Looking for more? Start by reading these two articles Managing Someone Whose Life Has Been Upended and How to Compassionately Manage an Employee with a Terminal Illness . Find both on the HBR-Harvard Business Review website by using the links. Either or both could be resources for managers looking to improve their people skills.
Read more about KIR Co and Kirsten’s thoughts on business, career development, networking and driving company growth here
