The 10 C’s of People Management; a Decalogue of good management tips.
Experienced and professional recruiters value a robust recruitment process and at boycerecruitment we work with clients to ensure that job specifications are clear and that we understand how the role we are recruiting fits into teams, departments and company’s business goals.
There are proven benefits for all when job functions and accountabilities are fully scoped. Hiring managers should be clear what the accountabilities are whilst hiring; so when shortlisting CVs and setting interview questions, they can identify the competencies required. By outlining expectations from the start, the selection and hiring process will allow applicants visibility and a chance to demonstrate their suitability, enthusiasm and interest.
Recruitment and selection is only the starting point of a successful hire and recruiters should not be tasked with guaranteeing each hire for an indefinite period. Instead, it should be recognised that energy and time should be invested in leaders and managers to ensure they understand what their contribution to the on-going responsibilities to the team are and how they can impact the wider business goals.
Unless people managers are prepared to work hard, coach and empower their staff to achieve goals they label themselves a colleague rather than a manager. In other words, even if your employee has undertaken rigorous pre-selection, interview, testing, referencing, vetting, training and induction processes; the litmus test of success will be how they are managed and in turn how you allow them to manage you.
Brace yourself for 10 Commandments of People Management:
Thou shall be able to clearly vocalise what you expect of each team member. This includes how they can access information required for the task, what you expect of them and by when. It should be clear to you and them how this relates to the bigger team or company goal.
Thou shall be consistent about the expectations for performance. Additionally, your management tone, style and delivery should not waiver. This applies to the goals you set, how you disseminate information, how you relate to other team members and how you deal with your own workload and attitude to work.
Great people managers pride themselves on effective communication and regularly appraise that the messages and information they deliver is being understood. Effective communicators know how to adjust their style to suit the audience and don’t assume that their preferred communication style suits everyone. Just because they have given the information to someone, they know that it does not necessarily mean that it has been understood or absorbed.
You are there to assist your team. You should not be trying to trick them, catch them out or feather your own cap from others failings. Your team are there to push and challenge you and you should embrace their enthusiasm and eagerness to impress and succeed.
Innovation and achievement in teams is most likely to occur in circumstances where teams work together. In some collaborative situations managers may need to relinquish their management role and allow others the opportunity to shine. This might include leading a project, running a meeting, delivering training or instigating a brainstorming session. This keeps the flow of ideas fresh and ensures that the best solution to problems are found regardless of who finds it
Excitement, emotion, stress and tension are all part of what makes us human and are all part of the work landscape. However, strong managers should be able to restore calm and refocus ideas and efforts to ensure a positive outcome. To remain calm when dealing with problems is impressive and memorable. The impact of losing it once in a while then becomes legendary.
You should be interested and keen to know more about your team, their experiences and about life and the world in general. Assumption is dangerous and may lead to complacency. In the workplace it can result in staleness, boredom and mistakes. The naturally curious ask questions which may otherwise be missed. However, thou shall not confuse this with nosiness or gossip.
People managers have to say difficult and awkward things. They have to acknowledge, and deal with their own and others’ mistakes, ask questions that others shy away from, make tough decisions and then stand by them whatever the outcome is. The best people managers stand up and deal with these problems head on. They generally earn respect regardless of the outcome as people appreciate their direct and straight approach.
Ensure that your plans and actions are considered and are of value. Instigating or delegating a task or piece of work should be something which will benefit and empower the employee, you and the company. It should not just be left to one side and never acted upon even if circumstances have changed as this is a sure way to breed resentment. It will almost certainly mean that there will be no motivation to complete another task when it arises.
Chocolate, champagne, caviar, cigars, crisps, cake, coffee, cheese and children.
In other words, reward and recognition of good work and effort is important. Small treats, work concessions or surprises for the team are motivating and good managers know how and when to use them. If you have followed the Cs and taken people management seriously you will know whether a bottle of champers will be appreciated more than leaving an hour early to get home to collect their children from school or read them a bed time story.