subject: How to lead leaders & manage managers [print this page] How to lead leaders & manage managers How to lead leaders & manage managers
In a small business, the entrepreneur may just be responsible for a small group of staff, all of whom they directly manage. However, as a business becomes successful and grows, with more staff joining the ranks, the entrepreneur might have to hire team leaders or managers to take care of its employees, creating a hierarchy or pyramid structure containing a number of branches or channels. This will inevitably mean that the business leader is then responsible for leading the leadership team, who are then accountable for managing the other employees.
While this means that the entrepreneur can focus on other areas of the business, with the leaders doing the leading on his or her behalf, they'll be giving responsibility, trust and control to other people, who they'll also have to manage - managing managers follows a different plan to managing staff.
So what's the best route to adopt when supervising a management team? Below is a list of methods detailing how to lead leaders most effectively:
Set reachable short and long-term goals: It should be obvious, but it is essential that managers understand what they are working towards. Be sure to implement clear short (monthly) and long-term (yearly) goals, which are realistic and achievable. If they have failed to meet their targets when expectations were clearly planned and agreed upon, then they should be held accountable; however, if a clear path hasn't been laid out previously, it is fair to say that their leader could be to blame.
Consult managers before setting plans: It is irritating for a manager to discover that a decision regarding his or her work or their team's work has been made without consulting with them or without consideration beforehand, especially if they disagree with the decision or could have come up with a better suggestion. Make sure to include managers on company-wide plans, not only to involve them but in case they can pitch in with a good suggestion or improvement.
Don't micromanage: A sin of the SME owner who's had to expand. Managers at the top of the hierarchy shouldn't micromanage every nitty-gritty detail of their management team. Managing their staff directly - without going through the proper channels - should also be avoided, as it could negatively affect workloads and meddle with a manager's plans. It may be difficult for someone who once controlled everything, but business owners should understand that managers should be provided with space to make their own decisions, with influence and guidance, instead of being dictated exactly how they should go about managing.
Listen to your managers: Listen to the concerns, ideas and suggestions of the managers, who might come up with something you mightn't have thought of, that could positively influence the whole business. Make sure that they feel as though they can tell you absolutely anything, because if they don't - for example if they're scared of displeasing you - then you might very well find that you are missing out on opportunities or good ideas.
Keep an eye on your managers' staff: It's important to keep an eye on the progress of a department or team, without the need to micromanage (see above). Are the staff content? Are they interested? Alternatively, is there frequent absenteeism and a regular turnover of staff? The attitudes and behaviours of employees could be a consequence of a bad manager, whether it's a problem with incompetence, bullying or something else that's just as bad.
Treat every manager uniquely: At the end of the day, all people are unique, so no two managers will be the same, even if they appear to be similar in the ways they operate. Understanding managers and tailoring approaches just for them should be considered one of the most effective ways to get the absolute most out of them, which should then disperse into their team or department.
Effective management training can play a crucial part in improving and mastering management and leadership skills, regardless of whether we're talking about a manager at the top or somewhere in the middle and whether it's a large or small business.
