4 Ways to Overcome the Deadly Traps of Managing
76% of employees did not want their boss’s job. (HBR)
Most American workers are not aiming for the corner office. Approximately one third (34 percent) of workers aspire to leadership positions, with only 7 percent aiming for senior or C-level management. (CareerBuilder)
Why are workers avoiding leadership? 52 percent are simply satisfied in their current roles. 34 percent don’t want to sacrifice work life balance.
A Berrett Koehler study found only 43 percent are comfortable being managers. Only 32 percent saying they like being managers. (Managing for People who Hate Managing)
Why managing sucks:
You were promoted to your level of incompetence. (The Peter Principle)
Companies promote the best salesperson to sales manager. In the process they lose their best salesperson and end up with a frustrated manager.
You’re caught in the middle between upper management’s goals and employee empowerment. You don’t have authority to make decisions and aren’t included in company goal setting.
You were promoted and not trained. 61 percent of new managers DON’T receive management training. Only 34 percent report receiving any mentoring. And only 31 percent report receiving any coaching. (Blanchard)
Finding enjoyment in managing:
#1. Stop working so hard.
Let talented people do their jobs. Stop telling people how to do the work you assign. People resent your interference and enjoy your support.
You might be able to do the job better than others. Keep your mouth shut. Let people do their work.
#2. Show up to coach, inspire, and encourage.
Delegate authority and get out of the way. Show up to offer support, but don’t tweak everyone’s work.
- Show respect.
- Offer encouragement.
- Stay available.
#3. Schedule follow-up meetings.
Ambiguity is stressful. Alleviate ambiguity by scheduling follow up meetings. “Let’s touch base next Tuesday at 3:00 to finalize things.” (Then stay out of people’s hair.)
#4. Get a mentor/coach. Don’t wait for permission, just do it.
What makes managing a painful experience?
How might managing become more enjoyable?
Bonus material: Who wants to be a Middle-Manager (USAToday)
The joy in managing is found in mastering the existing (poorly enunciated goals and badly aligned practices?) to transcend it (real vision and practical work).
Leadership is finding the successful Way, temporary as it may be…
Thanks Rurbane. The expression, “Making progress,” comes to mind for some reason. It’s difficult to enjoy managing when you’re always stuck. Find a way to make progress today.
One area in particular where the military excels. They promote you and then train you to perform according to the level you were just promoted to. Hire a VET!
There are also a few corporations that take leadership seriously and provide new managers training.
Thanks David. “Hire a VET,” is great advice.
So True. When I was in the USAF, I always thought, “whew, they just threw me in some pretty deep water here.” And then when you are comfortable and swimming away, they scoop you out and throw you into deeper water.
Nothing like challenge to ignite growth.
Managing people is a challenging, difficult, and demanding job.
In general, bosses want managers to get more done faster, with fewer resources. Stretch goals are the norm. Technology allows for 24/7 access.
How might managing become more enjoyable?
Establish clear goals and priorities. Establish clear boundaries. Stop doing things that don’t add value. Learn to say “no” in a professional way. Simplify the process. Delegate everything you can. Build a winning team.
Thanks Paul. You said a mouth full. The “more with less” strategy is not sustainable. The question of how to get more out of people shouldn’t be the main question upper management asks. It sends everyone into an adversarial relationship.
One of my favorites on your list is, “stop doing things that don’t add value.” It’s so easy to get distracted by insignificance. We say things like, “Just let me finish this little thing first….” Before we know it we wasted time and energy on trivialities and urgencies.
Dan,
Sometimes the challenge starts with the B-to-B customer. They say–I want the new product designed, tested and delivered in 3 months not six months. Or the business buyer says we’ll pay $249 for the product. Your price of $319 is unacceptable.
Yes, it’s a huge challenge to manage demanding customers, especially when there is a line of suppliers standing behind you. The demands for efficiency are constant. I think there’s a difference between becoming more efficient and go at a situation by saying, “How do we get more out of people.”
Dear Dan,
An interesting post with good analysis of managing and learning out of it!
Managing becomes a painful exercise when there is too much of interference and asking for too many details by way of regular reporting. An unnecessary scolding or abusing for the shortfall too leads to unpleasant feelings and discontent.
Contrary to this, if a manager takes the role of a captain guiding the members to put their individual performance by keeping good faith & trust then the right good results can surely emerge.
Thanks Dr. Asher. We all hate the demands of unnecessary paper-work. Generally speaking-most hate paper-work and anything that can be done to minimize it is helpful.
Giving direction as in describing the goal is a powerful way to bring teams together and inspire talented people to bring their best.
Dan,
I think we are back to “you only get out what you put in”.
If we are in a role we don’t desire then move on, if you desire the role you need to step up and do the job. Leaders need to do just that, mentoring comes into play as well, be prepared to instruct when called upon.
Take everything as a new challenge and run the gambit, the worst you can do is make a mistake and learn from it, granted mistakes can be costly. The more we learn the better we become.
Thanks Tim. I believe in the general principle, If you want more out put more in. In this case it might be training.
Your point is well taken. Get in and give your best or find some place where you can.
I’ve long heard the phrase “servant leadership” but didn’t really understand what it meant.
It made all the difference for me when I started seeing my employees as the people that I work for. If they are their best selves, they will do their best work. This means keeping them engaged by kindness, generosity, and direction. Boundaries of respect need to be set. But it is the best way to manage and be a manager.
Thanks Hamilton. Love the idea that the boss works for the people. 🙂 I wish more bosses got the truth in that idea.
Thanks Dan, for another thought-provoking post. It made me think of a poster I saw recently:
To build a strong team, you must see someone else’s strength as a compliment to your
weakness; not a threat to your position or authority.
Many leaders will spend too much time looking over their shoulder to make sure someone they “lead” is not running over the top of them.
Thanks Cheryl. You can’t lead if you’re afraid of the strengths of others. You can boss and control, but you can’t lead. Brilliant observation.
One of the ways to spot a leader is watching how they respond to the success of others.