Some advice for a new manager
A young woman wrote me seeking recommendations for reading material for “someone who may be in management soon.” She said she was seeking “advice on management and the skills necessary to making folks want to work for a manager.”
I immediately sent her a list of favorite books. It looked like this:
“The Art of Possibility” by Benjamin and Rosamund Zander (Penguin Books, 2000) is great provocation for new and original thinking. It is written well and the back-and-forth approach of the husband-and-wife authors is instructive.
“Shifting Sands” (Berrett-Koehler Publishers, 2004) is a fine book on change. It, too, allows you to examine familiar issues innovatively.
“Spirituality at Work” (Loyola Press, 2000) is the best book on that subject that I have read. It details 10 disciplines worth employing.
“Authentic Leadership” by Bill George (Jossey-Bass, 2003) is an excellent book by an executive who has lived what he preaches. His track record of success makes his insights genuine and authoritative.
“Leadership and Self-Deception” by the Arbinger Institute (Berrett-Koehler, 2002) is a remarkable book that should make any young manager think about her behavior in important new ways.
That was the end of my communication to the prospective manager, but not the end of my thoughts about her. As I reflected, I realized how much I admired the young woman for seeking advice. So many young and inexperienced people think leading and managing is as easy as diving into a pool. They are convinced they can “swim” and lead intuitively. That’s what I thought many years ago. I wish someone had given me some leadership ideas back then, so I thought I’d complete my letter to the young woman in this space. A new manager should keep these thoughts in mind:
Figure out what you stand for and hang tough. If it helps, write a personal code that defines your core values and then make sure you live and lead accordingly. Honesty and integrity should be an essential part of those core values. No matter the assaults on those values, never flinch.
Lead. Don’t micromanage the details. Clearly establish the team’s purpose, goals and style and then inspire people to do their best. Make those goals “stretch” goals. Expect the best and you will usually get it.
Trust your people. Offer your expertise only when you have it. Do not try to control every process. If your staffers don’t know their jobs better than you do, get them the training they need. You did not become the answer-person who can solve every problem the day you got promoted. Motivate people by encouraging, not discouraging. Catch them “doing good.” Reward the behavior that makes the organization more successful.
Listen to people and know their needs and hopes. Appreciate how each person defines their success. Too many leaders hide in their office shuffling papers believing that makes them “look like the boss.” Managing by walking around is still some of the best advice I ever received. I wish I would have followed it more.
Be courageous and innovative. Take risks. Decide on the two or three things that will define your leadership era. Make sure they are big and bold. Focus on accomplishment. Your organization will benefit more from boldness than it will from a good caretaker.
Revel in every day you lead. Be positive and upbeat. When your assignment ends you want to be able to say that you made other people better, and in the best of all worlds, you want your people to say, “She made me better and she made my organization better.”
Tip for your search: Read, study and reflect. Follow this young woman’s lead and investigate new possibilities. Prepare yourself for new challenges before you meet them. The days of “learning by osmosis” are over. Knowledge and expertise are rewarded.
Resource for your Search: “Making a Life, Making a Living” by Mark Albion (Warner Books, 2000)