Along the way I have been lucky to have many great managers to learn from. While they all had their personal style π¨πΌβπ€, I observed a common trait in each of them. They have the technicals and experience to back up the work, and the incredible soft skills to look after their teams π¨βπ©βπ§βπ¦. More importantly, they were able to tailor their coaching approaches to suit my needs. Some may say, it's just what it takes to get the best βοΈ out of your team. What I saw was someone who took me under their wings π¦ and cared deeply about my career and personal development.
I learnt pretty early on that it's equally important to pick a good boss and a good job. It is an advice that keeps giving π. Work for the right person, and the opportunities will come. Research π also shows most people quit jobs not because of the companies, but because of their managers.
Bear with me and letβs simplify sports coaching. It boils down to establishing a sense for the personβs actual and potential abilities πͺπΌ, what they want to achieve π, identifying their strengths and weaknesses, setting appropriate stretch π§π»ββοΈ goals, defining what good & great look like, providing actionable feedback, motivating them to keep trying and letting them find their own solution π‘. In professional sports, it is as much about the techniques as it is about the person's mental qualities π§ . What sets the great apart from the good are often not how they move their bodies alone, but how to do that under immense pressure π€ΉπΌββοΈ.
The managers I look up to as role models cared about the work, expressed through the high standards they held me accountable for with my work products & the outcomes π I delivered. This stuff is basic and straight forward. It is what we all get compensated for.
Invariably, they also took a personal interest in my wellbeing and state of mind ππ»ββοΈ. Of course this includes the encouraged time off, coverage for the occasional sick days and personal emergencies π₯. Speaking as someone who has reported out of region for the past 4.5 years, itβs their empathy and mental support I truly value.
Sometimes it was as simple as asking π¬, βhow are you, really?β, but more often it was them paying attention π to the subtle emotional cues in my tone, micro-expressions or behaviour, responding and checking in. The gestures might be tiny, but always intentional.
What I appreciated was they made sure I understood it was safe for me to be vulnerable and ask for help ππ»ββοΈ, from the outset. They never let me carry the burden alone. They normalised the difficulties I faced with managing stress π΅. They prioritised developing my psychological capacity and elasticity. They provided shelters π‘, offered time for me to let steam off π€, worked through my areas of development and guided me in building up my resiliency. At various points, we assessed my progress and set reasonable stretch goals together to ensure I never plateaued. They understood my ambitions & capabilities. They supplied the freedom and safety net π¦Ί for me to figure things out, on my own terms.
All of these positive experiences heavily influenced my own management style. Whenever I make a hiring decision, I examine how well the two sides of the equation balance: what the candidate can bring to the team and what I, as a manager, can provide. It is never a one-way street. It takes two to tango. ππ½πΊπ½
Which past experiences shaped how you manage others? It could be examples of what to do, or cautionary tales of what not to do π£. Let me learn from your stories by sharing them in the comment box ππ»ββοΈ.
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