management

On promoting a leader

Hire leaders for what they can do, not what they have done

People are usually capable of doing much more than they currently are. And if we give them responsibilities and authority, many of them will step up to the challenge.

When looking to move someone into a leadership role, first look at their character. Then look to see if they have the respect of their peers. Finally, ask yourself if you believe they can be the leader your team needs (with some guidance and direction). Do they have the ability to succeed in this role? If they’re not quite ready for it right now, will they be soon or can we help them grow into it?

If they pass these three “tests” then they should be considered for the position regardless of whether they have the most experience/seniority. Sometimes experience helps, but sometimes it can stagnate things.

Lastly, if you are hiring someone, promoting them, making them captain of a team, etc, don’t micromanage them. If you believed in their ability to get the job done, let them do it. Did they earn the job or not? Provide tips and constructive criticism when needed, and make sure they know they can go to someone when they need help. But you take away their authority when you micromanage them (others see it and eventually lose respect for their new puppet leader).

Random thoughts on leading, managing, business, and goals

One difference between great leaders and great managers is the ability to innovate. Being creative, progressive, and moving forward with new ideas is important for visionary leaders. But keeping the boat from rocking too much and making sure to implement the visionary’s ideas intelligently are key to great management. You need both to be successful…ideas are great, but if they are scattered all over the place and not aligned with the stated future overarching goal(s), and if they are changed before really being given time to succeed, the business will flounder.

Start out with a couple of great goals. Know why you want to achieve those things. Then figure out what milestones you need to hit along the way and what processes you need to develop/follow to make those milestones happen. After you achieve them (or when you’re 90%+ done), start thinking of adding new goals, techniques, and strategies that are natural extensions of your current goals. Don’t do a 180 degree turn and pivot to something completely unrelated where you have limited-to-no experience.

If you are in a position to manage others, there are two major mistakes to avoid. The first is micromanaging. If you have capable people working for/with you, they have good ethics, they have produced results in the past, and they know what the near-term and long-term goals are for themselves and the company are, do not constantly be looking over their shoulder. Don’t step on their toes! Let them do what they know best. But it’s good to keep the lines of communication open. You should still have regular check-ins to see how they’re doing, if they need help/another opinion on how to do something, etc. When you micromanage, you take away not only their sense of autonomy, but you also remove accountability from them. After all, they are only following your orders when you tell them every single thing to do.

The opposite is also a problem though, which is to becomes so hands-off that those you are managing don’t think you know what’s going on. If you’re not present, don’t talk with them regularly, or aren’t in any meetings with them, when you go to make a suggestion they are much more likely to disregard your suggestions. You become an outsider at that point, not a team member, a leader, or a manager.

Aim to strike a healthy balance between the two forms of communication. Guide them, but let them be the heroes. Ask them questions so they can think of how to improve a situation. Monitor their results and be prepared to step in if you feel they will do something that may have catastrophic/irreversible results. But, ultimately, keep in mind that people will work hardest for you when they like what they do, when they’re engaged/interested, when there is mutual respect between themselves, their manager, and their co-workers, and when they feel you have their back.

Management and execution

Just because you are good at executing a task, it doesn’t mean that you will be a good manager over a group of people completing that task. Executing and managing require different skill sets and even if you have the skills, you may not want to do or like to do some of the required tasks when in one position or the other.

Before making a switch from being in the field to going into management (or vice versa), you need to be honest with yourself if you understand the new position, if you want to take on those new roles/responsibilities, and if you’re capable of performing your role for the team.

First comes understanding. If your expectations of what the position entails don’t align with the reality, you are likely to be disappointed. Talk with those who have been in the position you are looking to move into to see if it is something you think you might like. Ask them detailed questions about what their day-to-day schedule looks like, what it takes to succeed at that position, and what is the best/worst part about what they do. You have to gain a better understanding of what is required of you in order to make the best possible decision to make the switch. If you’re making a major life change, you should try to do so with as many facts up front as you can.

After you talk with that person (or hopefully several people in the position you’re moving to), take time to consider if you will like those activities. Will you find them fulfilling? Will this new position provide a healthy challenge for you – one that is fun and exciting, but stresses you just enough to continue to grow? One of the most important questions that you can ask before accepting a new position is, “will I generally get fulfillment doing this everyday for the next X years of my life?” If the answer is yes (or mostly yes, as everyone has the occasional “bad day”), then move on to the third set of questions.

If you understand the job position and still want it, the last set of questions you must ask yourself revolves around “do you have what it takes to win at this position?” Keep in mind that winning is not only something that you have to define for yourself, but for the company as well. You may be happy with the work you’re doing, but is the company happy with your performance? Or they may be happy with your work, but you’re miserable. Both parties have to win for this to work in the long run. Can you prioritize the most important tasks for the day, week, month, or year and get them done on time (and on budget)? If you aren’t yet capable of performing to the standard that you and the company have defined, does your company provide training to get you there? If so, how much time/grace period will they allow for you to improve your performance to the required level? If you are mentally capable of performing the role, are your physically and emotionally capable of performing it? Can you physically complete any tasks the job requires? Are you able to handle the emotional highs and lows of the job? Do you let little things negatively affect you? If so, how can you build your resilience so you can have more good days and win at your job?

Lastly, it’s up to you to decide whether you fit best in the field or in management. If you are being offered the choice, you have to weigh the effects of not only a better paycheck, but also your happiness. Only you can choose what is right for you and your family. No matter what option you select, know that your job is important and that all great organizations need strong management and strong execution. Without both, the company is only as strong as its weakest link.