The Making of a Manager

Why Building Effective Managers Transform Performance

"Great management is a paradox: it's both incredibly simple and profoundly challenging, and its true essence lies in caring deeply while guiding wisely."

Read any report or article on the current state of work and you’ll quickly realize that the role of managers has never been more crucial to the successful operations of a business. That also happened to be the topic of conversation this week when I talked with Eric Girard, the CEO of Girard Training Solutions and author of "Lead Like a Pro." You can catch our full conversation as a podcast here or video here.

Our discussion kicked off with a spirited discussion, which I always appreciate, on the distinction between managers and leaders. This set the stage for a much deeper dive into the unique skills managers need, beyond just the leadership basics, while highlighting how the underlying leadership skills can’t be overlooked.

We explored the traditional corporate wisdom that tells us career growth is only achieved through management. Spoiler alert: it’s not. This led us to unpack the many problems that result from people feeling pressured to become managers to advance as well as some possible solutions.

Throughout our conversation, we highlighted the importance of keeping people at the center of it all, encouraging managers to focus time and attention on empathy and relationship-building. After all, effective managers don't just delegate tasks; they understand and support their team's personal and professional lives.

I am confident you’ll find the entire conversation filled with practical strategies for new and seasoned managers, from setting clear goals and delegating effectively to providing constructive feedback.

Top Takeaways

"Leadership isn't confined to a title. It's about influence, vision, and the ability to inspire, regardless of your role."

Leadership skills are often mistakenly viewed as a unique set of domain skills for managers. Unfortunately, this couldn’t be further from the truth. In reality, everyone can be a leader, whether they have a managerial title or not. Leadership is about the ability to influence, inspire, and drive change, no matter your position in the organization. Given that, as we think about leadership skills, we should never wait for a promotion to management to start building them. This message is just as important for organizations to consider since so many leadership programs and opportunities are limited to people managers. This should rarely be the case since organizations thrive when they cultivate leadership skills across all roles. So, whether you’re an individual or an institution, I’d encourage building leadership skills at every level to create a culture where everyone feels empowered to contribute, innovate, and drive the organization forward.

"Growth in your career doesn't always mean moving into management. It's about finding your path and excelling in what you're passionate about."

The traditional view that career advancement necessarily means moving into management is grossly outdated. Candidly, I’m not confident it should ever have been a thing. Tragically, many people find themselves in managerial roles not because they are passionate about managing others but because they have bought into the false narrative that it's the only way to advance. This leaves them miserable and drags down everyone around them. Don’t believe me? Read any industry research out there. We need to change the story and help people recognize that there are a multitude of paths to growth. It might mean deepening their expertise in a technical field, taking on more complex projects within their area of interest, or even starting a side hustle. By broadening our understanding of career growth, we can create more fulfilling and productive workplaces.

"Good management principles are universal. They transcend industries and company cultures."

“Things are different here.” We’ve all heard it, and it usually comes out when trying to pull in a common set of best practices. And while there are bits of truth in the statement, the principles of good management are not confined to a particular company or industry. Being a great manager is about building trust, setting clear goals, providing support, and fostering an environment where people can do their best work, which doesn’t change whether you're in tech, healthcare, finance, or any other field. The good news is that this universality of management principles means that good managers can adapt and thrive in various settings. The skills of empathy, communication, delegation, and feedback are crucial regardless of the specific challenges or dynamics of a particular industry. By recognizing and setting expectations that good management transcends industry boundaries, we can begin fostering a more collaborative and innovative approach to leadership development.

"True management is about service. It's about clearing obstacles so your team can shine."

While conventional wisdom says management is about power and control, the heart of effective management is service. As a manager, your primary role should be to support your team, remove obstacles from their path, and create an environment where everyone can thrive. This requires an intentional mindset shift from authority and control to empowerment and support. One of the challenges to getting here for new managers is how counterintuitive it can feel, but the challenge isn’t limited to new managers. Seasoned managers may wrestle with the real challenge of what it really means to “be the boss.” Obviously, we can’t ignore there are times when you have to swing your authoritarian gavel; however, great managers always wield their authority with a sincere desire to prioritize the overall health, well-being, and development of their team members.

"Not everyone is cut out for management, and that's perfectly fine. Success comes in many forms."

One of the most important messages I regularly say to anyone willing to listen is management isn't for everyone, and that's okay. You don’t need to manage people to be influential, be seen as valuable, or add meaningful value to an organization. Over the years, I can’t count how many times this artificial pressure has influenced people to step into management roles that don't align with their strengths or passions, and it never ends well for the individual or the people around them. Success takes many forms. and organizations need to create environments where diverse career paths are valued and supported. Now, I’ll be the first to acknowledge many organizations aren’t there yet, which contributes to the pressure. However, if you’re thinking of taking a management role because it’s what you “have to do,” send me an email. I’d much rather make time to help you figure out a better path because I know they exist, and you and everyone around you will be better off if you take it.

"The impact of a manager on their team extends far beyond the walls and hours of the workplace.”

The role of a manager is profoundly significant and shouldn’t be taken lightly. As the Peter Parker Principle states, “With great power comes great responsibility.” Eric and I highlighted how a manager's impact on a person’s life reaches far beyond the confines of the office. Studies have shown that a manager can impact an employee's mental health and overall well-being more than their spouse, doctor, or counselor. When you sign up to be a manager, you're not just overseeing tasks or projects. You're taking on the responsibility of shaping the daily experiences and long-term well-being of every member of your team. A supportive, empathetic manager fosters a positive environment, helping set individuals up to navigate professional and personal challenges. Conversely….well, you get the point. Ultimately, it’s important for every manager to remember that your actions will significantly enhance or erode the lives of those you manage.

Concluding Thoughts

I can't help but walk away from this week’s conversation with a renewed sense of appreciation for the nuanced art of management. While often painted with a narrow brush, it's a role that demands so much more than directing the work of others and making sure deadlines are met, at least if you want to do it well. Granted, there is no shortage of administrative tasks, but we need to remember that those aren’t the things that make a team thrive.

It was also a reminder that being a great manager isn’t a destination you arrive at. It’s a journey filled with opportunities to make a meaningful difference in the lives of the people you lead. It’s also a journey of learning, adapting, and growing alongside your team because no matter how much you think you know or have experienced, there’s always something new to discover.

As we move forward, let's carry these reflections with us, whether you’re a manager or not. For existing or aspiring managers, let this be a reminder of what we’re really called to do and how to do it best. For team members, let this foster a greater degree of empathy for the responsibilities and burdens your boss is carrying. In the end, we can let this encourage us all to be empathetic, supportive, and inclusive in our approach to management.

So, wherever you are right now, take a moment today to tell the team members around you, both up and over, how much you appreciate all they do and the impact they have on your life.