What’s your management style? I hear that question often. Truth is, it’s constantly evolving and varies from job-to-job and employee-to-employee.
My first management opportunity came when I was 19 years old, working full time while getting my BS at Syracuse University. I ran an R&D lab staffed by a dozen-or-so students. I’m not sure how I got the position, but I was too young to question whether I deserved it or not. The world was my oyster and my ego was massive.
It wasn’t a total train wreck. In fact we got a lot accomplished, won some awards, got some great press for SU, and all went on to lead successful careers. I’m still in touch with nearly everyone I worked with back in that lab, with the exception of one person. Let’s call him Frank. Frank taught me my first real management lesson, and probably the most important one.
One week, during an all-hands meeting, I asked Frank to present the work he had been tasked with completing the prior week. Frank nonchalantly replied that he didn’t do the work. There were some new team members in the meeting, including Frank, and I didn’t want them thinking this was acceptable behavior. I went on a ten minute rant about how there was no room for apathy or laziness on our team; how it was unprofessional and detrimental to our success. I singled Frank out. I wasn’t yelling, or swearing, or pounding my fist on a table, but I was undoubtedly beating Frank up. I had used this tough-guy management style in the past, and it had always seemed to inspire the team, or at least scare them straight. Yet, in this case, as I was wrapping up my rant, Frank’s face turned bright red, he began to cry, and he stormed out of the room.
Frank never returned. He quit the team and never spoke to me again.
The first lesson I learned that day: beware of calling someone out in a group setting. That’s something that should only be done in the rarest of circumstances. I’ve used that tactic less than five times in my now 15-year management career. When and why to use it is probably worth its own blog post.
The second, and most valuable lesson I learned that day was that everyone is unique. Chances are that the same management strategy that works for one person, won’t work for the next. As a manager, your most important job is to learn how to motivate each employee. Some are motivated by a kick in the ass, others require a gentle pat on the back, others are motivated by recognition of their work, or creative freedom, or financial gain, or job security, or collaboration, or one-on-one communication. The list goes on.
If you can figure out what motivates each and every member of your team, you’ll earn their respect and get the most out of them. That alone won’t make you a great manager, but it’s certainly a good start.
