Steve's Blog (for Jobseekers & those hiring)

Most of the time I blog about tips or advice for jobseekers in terms how to look for jobs, what hiring managers are thinking, and how to position yourself for success.  This time, I want to touch on a topic that directly affects hiring managers, supervisors and other types of bosses.  Namely, I want to address managerial styles and how they affect or impact the capabilities of those that report to you.

We all have different personality types.  Some of us are very direct and straightforward.  Others find ways to subtly get their message across.  We each perceive time a little differently.  For some, it is critical that all work be done in a specific timeframe and usually as quick as possible.  Others seem to lag and put off what is critical and stretch the outcome of working projects and priorities until the very last moment. 

With this in mind, I ask:  How do you manage?

What I mean by this is how do you manage people, process, workflow, priorities, results, and outcomes?

Answers to these questions and others tend to flesh out your working and managerial style. 

Is it your way or the highway?

Does your method for how you manage foster or encourage success among those you manage?

Is the success you foster easily replicated or repeatable?

Are you clear in what outcomes or results you ask for, when it is needed, and the method by how those outcomes and results are obtained?  Do you provide a roadmap for how to be successful, including tips, tools, and guidance, or do you just let your reports fall on their faces (“sink-or-swim”)?

When situations go south (missed deadlines, deliverables, mistakes, etc.), who takes the brunt of the blame?  Are you looking to punish or encourage and teach?

Do you assume that everyone else should be on the exact same page as yourself? 

Do you share information with your direct reports and even ask for their input to make them feel included in the process?

Do you look for ways to build or encourage success in those that you work with or manage? 

Do they feel that they are successful in what they do? 

If not, (aside from money) what is motivating them to stay and work for you? 

What is motivating them from putting in the bare minimum effort to allow them not to be brow-beaten by someone such as yourself? 

What motivates your actions and the actions of you reports: inspiration to succeed or fear of failure?

The real question is: what will preclude or prevent your reports from trying to better their situation by either getting fired, moving on to another job, or somehow doing so poorly that it reflects poorly on you?

Not much.  While fear is a decent motivator, especially in a down economy where jobs are scarce and the prospects to leave are few and far between, it cannot replace true inspiration, drive, and ambition.  Don’t think for a moment that any employee worth his or her salt will sacrifice their entire well-being, dignity and self-respect to hold onto a job they hate.  And even if they do stay, why would keeping someone around that hates you, your management style, and anything else about the job be a good thing anyway?  Clearly this person is not motivated to put their best effort forward.  Clearly, they are not invested in your success, or that of the firm, or possibly even their own, if they are willing to put up with your callousness and (for lack of a better word) abuse.

I am not trying to offer any one perfect way to manage.  I am not saying STOP BAD MANAGERIAL BEHAVIOR ALTOGETHER AND TREAT EMPLOYEES RIGHT!  All managers are entitled to the right to manage their staff poorly and see them flee for greener pastures.  All I’m saying is, be aware of what you believe may be good managerial decisions and how they are perceived by those doing the frontline, “feet in the mud,” “in the trenches” work.