What is your best managing people advice?

[|Zach|]

Everyone who has become a supervisor or manager of people at any organization usually learns a lot of lessons pretty quickly.

What is wisdom you deem fit to pass along?

[IowaHawkeyeChief]

Originally Posted by Katipan

When you see a female crying.

Can I help?
Do you want to be alone?
Who should I kill?

That's it.

Serious question. Why do women bosses never seem to get along with their female employees? I've seen it in different field, businesses and offices where I've worked and/or called on as a client. Many times its just toxic for no real reason.

[tredadda]

These are not mine, but a lot of these principles I have incorporated into my life when I was leading people. You can pick and choose which ones are relevant or not.

https://www.armytimes.com/news/your-...rgeants-major/

1. Also I believe that everyone is different and leading/managing them has to be done with that in mind. It does not mean you should not expect similar results from them, just that how you approach them might vary some.

2. Even strong dogs eventually wear down. Be cognizant of that. Leaders/managers tend to default to those who consistently perform at a high level. While this shows confidence in that individual(s), they could eventually wear down as more and more stuff gets put on them.

3. Develop your people. Never seek out things that will make you and you alone look good. Leaders/managers should be looked at and evaluated based on what their teams do, not what they themselves do.

These are just a few, but I don't want to have too large of a wall of text here.

[KCUnited]

Originally Posted by Katipan

When you see a female crying.

Can I help?
Do you want to be alone?
Who should I kill?

That's it.

Her sobbing: "I recently had a miscarriage"

Me: "I can relate my fantasy team got bounced but my someone starting Alex Smith over the weekend"

But seriously thats when I was like just put me back in the basement with my stapler and spreadsheets, this isn't for me

[displacedinMN]

dont micromanage

we are being micromanaged in teaching-by many that have never been in the classroom

[493rd]

“Do as I say, not as I do”…this will take you far and capture the respect of all your underlings.

[WilliamTheIrish]

Know when to get out. (Of being a manager.)

[bigjosh]

Treat everyone the same, even that one person you cant ****ing stand at all.

Build trust by keeping promises and following through. Don’t make promises that you cant guarantee will happen.

Encourage personal growth of each employee. For example: new learning opportunities, new tasks.

Promote improvement ideas. If someone has a way to make things smoother, listen and invest the time and resources if it makes sense.

Deliver negative messages from your management with the reason why first. Share how it impacts you, but you are willing to do it because of the overall impact to the company.

[tredadda]

Originally Posted by WilliamTheIrish

Know when to get out. (Of being a manager.)

Kenny Rogers said “Know when to hold em, know when to fold em, know when to walk away”. Sage advice.

[kccrow]

Originally Posted by tredadda

These are not mine, but a lot of these principles I have incorporated into my life when I was leading people. You can pick and choose which ones are relevant or not.

https://www.armytimes.com/news/your-...rgeants-major/

1. Also I believe that everyone is different and leading/managing them has to be done with that in mind. It does not mean you should not expect similar results from them, just that how you approach them might vary some.

2. Even strong dogs eventually wear down. Be cognizant of that. Leaders/managers tend to default to those who consistently perform at a high level. While this shows confidence in that individual(s), they could eventually wear down as more and more stuff gets put on them.

3. Develop your people. Never seek out things that will make you and you alone look good. Leaders/managers should be looked at and evaluated based on what their teams do, not what they themselves do.

These are just a few, but I don't want to have too large of a wall of text here.

#2 kind of plays into the old Pareto Principle.

If 80% of key productivity comes from 20% of your workforce, where are you going to focus the bulk of your attention? That doesn't mean you ignore the other 80% of course.

Also, as you ascend in the chain you will gravitate towards affecting the most change in and/or developing the people key to doing your job.

As a controller, the people most key to me are subordinate staff accountants, HR managers, and Ops managers who can relay financial focus down the chain. I know that I don't need to focus attention on supervisors, coordinators, and so forth because they will push what I tell them down the chain even if I do spend some time with those people.

I guess a key point to make is to manage what you need to manage and let your subordinates take it the rest of the way. And for ****s sake, don't micromanage. There's no better way to piss people off.

[ChiTown]

Originally Posted by WilliamTheIrish

Know when to get out. (Of being a manager.)

This

I’m very good at managing and developing businesses, but I sucked at managing people - not my strong suit. I like doing things my way, and it drives me nuts when people can’t figure shit out that is intuitive to me. So, I went into business for myself about 20+ years ago. It was a lifesaver for me and an opportunity to do the things I wanted to do without worrying about developing the people around me.

As far as managing people, the best advice I was ever given is
1. to hire the smartest people you can hire and get the f outta their way
2. Profit

[tooge]

Never compare employees to each other. Each person is what they are, regardless of someone else, unless of course, it's for a promotion. If an employee brings up another employee you just say that we are here to talk about you, not anyone else.

Lead by example. This is probably the most important thing. Ex., if you are not on time, don't expect anyone else to be either, etc.

Be fair. Try to make decisions based on if it was you in their situation. How would you talk to them if a manager was talking to you? Do the same.

[Katipan]

Originally Posted by IowaHawkeyeChief

Serious question. Why do women bosses never seem to get along with their female employees? I've seen it in different field, businesses and offices where I've worked and/or called on as a client. Many times its just toxic for no real reason.

I assume for the same reason we're mean to eachother in general.

I don't have that experience.

[Bwana]

I've been on both sides of the fence. I have managed teams and been managed.


1. Give clear instructions on what you want done. It's amazing how often some vague statement is laid out, with a lot of gaps in it, on what what is expected of people. More than once, I have said, that a pretty subjective statement/email, could you expand on that one? Don't go with the Miss Cleo approach, people aren't mind readers.

2. As someone else mentioned, if someone is off the clock, don't bombard them with emails or phone calls on the weekend. Unless it's an emergency, it can wait. People that do that are not impressing anyone, it just makes them look like an unorganized douche. I look at it as "Your lack of planning, does not constitute an emergency on my part." I'm looking at 13 emails right now, that one guy sent out on a Sunday. At this point, I shut off my work phone and don't check emails on weekends. I have to say, it has dropped my stress level in half.

3. Be honest, don't be passive aggressive. If you have something to say, say it. People will respect that and being passive aggressive, is a sure way for people to lose all respect for the person delivering the message.

[Chief Pote]

Originally Posted by Bearcat

Boomers reading this thread with their morning coffee...

Good Place Emotions GIFfrom Good Place GIFs

, I resemble that comment.

[DJJasonp]

Originally Posted by bigjosh

Treat everyone the same, even that one person you cant ****ing stand at all.

Build trust by keeping promises and following through. Don’t make promises that you cant guarantee will happen.

Encourage personal growth of each employee. For example: new learning opportunities, new tasks.

Promote improvement ideas. If someone has a way to make things smoother, listen and invest the time and resources if it makes sense.

Deliver negative messages from your management with the reason why first. Share how it impacts you, but you are willing to do it because of the overall impact to the company.

All of this.

Gain trust by letting them know that you don't succeed without their success.

coach up or coach out.