What are the qualities of a good manager?
We've all worked with good and bad managers before. So what makes someone a good manager? What specific qualities do they have? What do you expect from a good manager?
What are the qualities of a good manager?
We must start with the right person. Without question, the BEST way to hire the right person for any position in your organization is to adopt a new discipline. The discipline of Talent Optimization – Talent Optimization is what many successful organizations use to achieve executive alignment, get the right people in the right seats, and build outstanding teams. Talent Optimization is becoming more popular, but you'll find that most users don't openly discuss their hiring practices because getting the right people in the right seats is a genuine competitive advantage.
So, how do we hire the "right" person for the job? We start by gathering the stakeholders and identifying the behaviors required to be successful in a specific role. We ultimately gain 100% agreement and have complete clarity on what success looks like for the position. From there, we craft an ad that uses the appropriate language that speaks to the required behaviors we're looking for in an applicant. As soon as an applicant sends their resume, we send them a six-minute assessment. Once we receive the assessment, we can immediately see the inherent behaviors of the person and immediately know if this position is an ideal fit for the person.
In essence, we're not interested in what the person Can Do; we look at what the person is designed to do naturally. When your behaviors are matched to a specific job, the result is a happy person who loves what they do. Shouldn't everyone love what they do?
Stop! We haven't even looked at the resume… What about education and industry experience? While education and specific expertise can be helpful, research and study after study have shown that neither education or industry experience play a significant factor in job performance. If you have any doubts… think about your previous hires and ask yourself if industry experience ensured high performance and being great team members.
From there, we approach an interview differently; we don't focus on the resume as much, and we remove as many subjective questions as possible. We change our interview framework to include the whole person, the head, the heart, and the briefcase. We will ask a lot of behavioral-based questions and spend quite some time with the applicant understanding their heart – their values and their "whys" to ensure a good team and cultural fit.
Depending on the complexity of the job and the stage of the company, we might opt to determine the cognitive requirements of the role. Certain positions require rapid absorption of data or data that changes quickly; applications might include start-up environments or highly technical positions. So, depending upon the requirements you're looking for, we can add another assessment to the hiring process.
It's been said that people join companies but leave bad managers. A critical key to being a great manager is effective communication skills. Yep, everybody talks about it and wants it, but few know how to define what effective communication actually is. We know that treating everyone the same way doesn't work, because we're not all the same. We're all different, and we all need to receive information in different ways. By knowing the innate behaviors of your team, managers can learn how to communicate with each member of their team in a way to get the most out of everyone.
Whether your organization has ten thousand people or ten people, hiring the right person is key to your success. Mitigate your chances for failure and ensure success by using analytics and data. Reach out if you need further assistance in hiring and team building.
There are many things that help a manager to get the best out of his team. However, the research and experience of a 10-year long project at Google points to 'Psychological Safety' as the key factor. That is, the team members feel reassured that if something goes wrong, their manager will stand by them.
Other qualities that help managers are: Genuine interest and care about the people in the team and not just the work, ability to coach where team members fall short in capability, ability to communicate an inspiring vision for the team, etc.
This list could be infinitely long. But here's my take on a few things. A solid leader:
1) will guide their employees, not tell them what to do
2) will be there to support their team when they run into roadblocks
3) leads by example
4) provides clear instructions
5) does not micromanage
6) respect their employees time (ie: won't be late for meetings and will reply to emails promptly)
Hope this helps!
In my opinion, some of the qualities of a good manager involve:
- ability to find right people to solve each problem,
- ability to motivate employees to do their jobs well,
- ability to keep a good balance between giving freedom to employees and maintaining control,
- ability to keep the team focused on the most important things.
I hope my answer helped.
In my experience, I've found that good managers have always worked well with their teams. They understand every team member's individual capacity and limitations. And with this knowledge, they know when to push their people, and how to do it effectively - when to motivate them, when to give them reality checks, when to yell and when to applause so on and so forth.
Basically, good managers would be people with high EQs, who are able to read other people well and know how to influence them in a way that keeps them at their best performance.
Hope this helps!
It is too broad a subject to cover, but I can put forth one quality manager must-have.
Imagine if you were at a shop and the cashier was blind, couldn't tell the difference between $100 and a piece of paper. What would most people pay him with? They'd pay him with paper instead of money.
Because when people can get away with giving less, they give less.
How this ties to management is that a manager must not be a blind cashier. He's gotta be able to tell his good employees, the hundreds, apart from his bad employees, the blank paper.
If not, the good employees will become bad thanks to homeostasis.
Employees must know that the good is seen, and appreciated. Once that is established they must learn that the bad has consequences.
5. Time Management