Help me become a good manager.
October 4, 2015 10:13 AM Subscribe
I'm looking for bullshit-free, low-cost resources or training programs that I can use to become a more effective manager.
In my last job, I was promoted from an entry-level position to one rung higher, which came with managerial responsibilities. I didn't do a great job being a manager. I'm now in grad school, but I'd like to work on being a better manager in preparation for when I re-enter the job market.
I don't have much money to spend on this, so low-cost resources and/or training programs would be best. I understand intellectually that a good manager has certain traits: supportive, firm, sets subordinates up to succeed, doesn't micromanage, doesn't try to be best friends, etc. However, I struggle with putting much of this into practice. I think I'd also benefit from some coaching about what kinds of emotions and situations are normal to experience as a new manager, and how to deal with them. A standard problem I faced was that I had no idea how to evaluate a situation to determine what strategy would work best in addressing it.
I am a woman of color in my late 20s, so I'm also looking for resources that at least acknowledge the existence of sexism/racism and how that can play into people's perceptions of me.
In my last job, I was promoted from an entry-level position to one rung higher, which came with managerial responsibilities. I didn't do a great job being a manager. I'm now in grad school, but I'd like to work on being a better manager in preparation for when I re-enter the job market.
I don't have much money to spend on this, so low-cost resources and/or training programs would be best. I understand intellectually that a good manager has certain traits: supportive, firm, sets subordinates up to succeed, doesn't micromanage, doesn't try to be best friends, etc. However, I struggle with putting much of this into practice. I think I'd also benefit from some coaching about what kinds of emotions and situations are normal to experience as a new manager, and how to deal with them. A standard problem I faced was that I had no idea how to evaluate a situation to determine what strategy would work best in addressing it.
I am a woman of color in my late 20s, so I'm also looking for resources that at least acknowledge the existence of sexism/racism and how that can play into people's perceptions of me.
I had to do the same so I understand. I realised I lacked two important elements which I did something about:
1. I realised those who I managed needed to know I was able to not be nervous doing my job, and even though I could be nervous from time to time (who isn't?), I could gain the trust of staff by knowing how they did their jobs well enough to train them in how I do it and how it must be done in whatever platform you are using to document it. I had staff write down their routines, which I keep to help out new people and make the role more standard and less mystifying. Doing this for yourself is a great start, because it shows you understand the basics of human resource development.
2. Budgeting. This is where a lot of young managers get tripped up. I found when I was managing that I typically only had an expenses budget that was discretionary. Yet, employers wanted to see evidence of managing a project with a budget of $50,000 or more for management roles. Unable to find that job I found a business simulations book at the library and followed its instructions to write a detailed $75,000 budget, then I did a procurement exercise on the internet and found suppliers who could lower the cost to $57,000. I probably could have gone further. Presenting the work allowed me to get my first staff management role.
I just need to say, sometimes bosses do have to micromanage, especially when a sale item is brought in that must be marketed. Micromanagement should have a clearly stated start and test requirements to graduate out of intense supervision.
I got a lot out of reading A Conflict of Vision by Thomas Sowell as well as the decision studies books by Edward de Bono. Check out the reading list for the human resource development program at George Washington University.
In graduate school, you can find opportunities to be a leader by volunteering or getting an on-campus job. If you truly have enough time, look at the possibility of co-producing a conference at the university about this very issue. It could be a real great way to network and build credibility in multiple areas.
posted by parmanparman at 10:35 AM on October 4, 2015 [1 favorite]
1. I realised those who I managed needed to know I was able to not be nervous doing my job, and even though I could be nervous from time to time (who isn't?), I could gain the trust of staff by knowing how they did their jobs well enough to train them in how I do it and how it must be done in whatever platform you are using to document it. I had staff write down their routines, which I keep to help out new people and make the role more standard and less mystifying. Doing this for yourself is a great start, because it shows you understand the basics of human resource development.
2. Budgeting. This is where a lot of young managers get tripped up. I found when I was managing that I typically only had an expenses budget that was discretionary. Yet, employers wanted to see evidence of managing a project with a budget of $50,000 or more for management roles. Unable to find that job I found a business simulations book at the library and followed its instructions to write a detailed $75,000 budget, then I did a procurement exercise on the internet and found suppliers who could lower the cost to $57,000. I probably could have gone further. Presenting the work allowed me to get my first staff management role.
I just need to say, sometimes bosses do have to micromanage, especially when a sale item is brought in that must be marketed. Micromanagement should have a clearly stated start and test requirements to graduate out of intense supervision.
I got a lot out of reading A Conflict of Vision by Thomas Sowell as well as the decision studies books by Edward de Bono. Check out the reading list for the human resource development program at George Washington University.
In graduate school, you can find opportunities to be a leader by volunteering or getting an on-campus job. If you truly have enough time, look at the possibility of co-producing a conference at the university about this very issue. It could be a real great way to network and build credibility in multiple areas.
posted by parmanparman at 10:35 AM on October 4, 2015 [1 favorite]
Best answer: Check out the Management Center. Their materials are designed for managers in nonprofits, but I think they would work for most people who manage professionals. And I believe they address racism and sexism. I did their crash course which was great but not cheap. However, you can get a lot of the learnings from their book and website resources.
I really like their model because it's very balanced. Because it's for nonprofits, the focus is less on this "let's extract every last bit of productivity from our employees until they are shriveled husks of their formers selves" model that seems to be taking over corporate America, and more on building successful, high-achieving, sustainable teams. But they do also teach you how to do the less-pleasant parts of management, like holding people accountable, dealing with problem behavior, etc.
posted by lunasol at 10:44 AM on October 4, 2015 [4 favorites]
I really like their model because it's very balanced. Because it's for nonprofits, the focus is less on this "let's extract every last bit of productivity from our employees until they are shriveled husks of their formers selves" model that seems to be taking over corporate America, and more on building successful, high-achieving, sustainable teams. But they do also teach you how to do the less-pleasant parts of management, like holding people accountable, dealing with problem behavior, etc.
posted by lunasol at 10:44 AM on October 4, 2015 [4 favorites]
I also agree with reading Ask a Manager. I just love her. Really sensible advice.
posted by radioamy at 10:49 AM on October 4, 2015 [3 favorites]
posted by radioamy at 10:49 AM on October 4, 2015 [3 favorites]
Best answer: As I mentioned in this previous post, my partner starting listening to Manager Tools podcasts when he became a manager of people. It was really beneficial for him.
posted by girlpublisher at 11:31 AM on October 4, 2015 [7 favorites]
posted by girlpublisher at 11:31 AM on October 4, 2015 [7 favorites]
Response by poster: I already love the Management Center, y'all are great. Some more pertinent details: I'm likely to be working in non-profits or consulting firms dealing with non-profits.
I'm realizing that part of the trouble I had in my last role was that I was responsible for my subordinates' work product, but I had no disciplinary authority over them -- they had actual supervisors who handled that. Ultimately, if we sent sub-par work to our clients, it was on my head (even if it fell within the subordinate's job duties), which meant that I was constantly on edge about making sure the work reflected well on me. Blegh.
posted by Ragini at 11:33 AM on October 4, 2015
I'm realizing that part of the trouble I had in my last role was that I was responsible for my subordinates' work product, but I had no disciplinary authority over them -- they had actual supervisors who handled that. Ultimately, if we sent sub-par work to our clients, it was on my head (even if it fell within the subordinate's job duties), which meant that I was constantly on edge about making sure the work reflected well on me. Blegh.
posted by Ragini at 11:33 AM on October 4, 2015
I don't have specific resources, but I will share a few things I realized from my time managing people. First, in retrospect, I would have been much better off pushing into a position where managing people was my main job. As it was, I was ~50% manager and 50% individual contributor, and I don't think I was very good at each of them.
Managing was a new skill I was developing, largely on my own, and I would have been much better off with it getting all my focus. Instead, I had to deal with too many conflicting impulses. Balancing getting my individual work done with managing people. Balancing whether it was easier to do something myself than to work with one of my reports to make sure they got it done. Avoiding a difficult management issue and not fully recognizing it because I was throwing myself into my individual tasks.
In retrospect, I also should have done more about managing my group/department's relationship, as a group, to the rest of the organization.
With more experience in a role that was all about managing people, I think I'd do much better in a mixed manager/contributor role in the future.
The other thing I'd add is that I found that volunteer work gave me a great avenue for developing leadership skills. First off, it was a "safe" space for me, a place where I could try things and make mistakes without an obvious short term impact on my ability to pay my bills. Second, because neither I, nor most of the other people I interacted with had a paycheck to keep them engaged through rough spots, it put "soft skills" of understanding and motivation at the fore.
posted by Good Brain at 11:46 AM on October 4, 2015
Managing was a new skill I was developing, largely on my own, and I would have been much better off with it getting all my focus. Instead, I had to deal with too many conflicting impulses. Balancing getting my individual work done with managing people. Balancing whether it was easier to do something myself than to work with one of my reports to make sure they got it done. Avoiding a difficult management issue and not fully recognizing it because I was throwing myself into my individual tasks.
In retrospect, I also should have done more about managing my group/department's relationship, as a group, to the rest of the organization.
With more experience in a role that was all about managing people, I think I'd do much better in a mixed manager/contributor role in the future.
The other thing I'd add is that I found that volunteer work gave me a great avenue for developing leadership skills. First off, it was a "safe" space for me, a place where I could try things and make mistakes without an obvious short term impact on my ability to pay my bills. Second, because neither I, nor most of the other people I interacted with had a paycheck to keep them engaged through rough spots, it put "soft skills" of understanding and motivation at the fore.
posted by Good Brain at 11:46 AM on October 4, 2015
Best answer: Seconding both Ask a Manager and the Manager Tools podcast. I'm also in the process of trying to figure out this transition (and am also a woman of color in my late 20s, FWIW) and the Manager Tools podcast was recommended to me by my mentor at my company. I've never worked directly under him, but he is by all accounts a fantastic manager. He is always emphasizing that managing people well is a skill that can and should be developed like any other.
posted by peacheater at 12:16 PM on October 4, 2015 [1 favorite]
posted by peacheater at 12:16 PM on October 4, 2015 [1 favorite]
Read.
In order, buy our grab from the library:
"The One Minute Manger". I give this to every one of my first time leaders as a must read. It covers the basics. How to praise, how to discipline / correct. It's good stuff.
Later on, just before you get completely swamped and feel you can't hack it... read "The One Minute Manager Meets the Monkey". Crazy name, but it's pretty awesome book on how to properly delegate without losing control.
3 Signs of a Miserable Job - Lencioni - Awesome fable structured book that tells you how to properly connect with your people.
Find an opportunity to attend an event where many authors on leadership present. "Leadercast" is a great low-cost option where you can hear multiple people speak on a wide range of topics. (It's simulcast in many locations so you will likely find one around you for $40 to attend. Next one is in May. I go every year and use this to set my reading list.) You can then find who his hitting the chord with you and buy their books.
posted by jseven at 12:54 PM on October 4, 2015 [3 favorites]
In order, buy our grab from the library:
"The One Minute Manger". I give this to every one of my first time leaders as a must read. It covers the basics. How to praise, how to discipline / correct. It's good stuff.
Later on, just before you get completely swamped and feel you can't hack it... read "The One Minute Manager Meets the Monkey". Crazy name, but it's pretty awesome book on how to properly delegate without losing control.
3 Signs of a Miserable Job - Lencioni - Awesome fable structured book that tells you how to properly connect with your people.
Find an opportunity to attend an event where many authors on leadership present. "Leadercast" is a great low-cost option where you can hear multiple people speak on a wide range of topics. (It's simulcast in many locations so you will likely find one around you for $40 to attend. Next one is in May. I go every year and use this to set my reading list.) You can then find who his hitting the chord with you and buy their books.
posted by jseven at 12:54 PM on October 4, 2015 [3 favorites]
Reading your clarification, I think you actually need training in quality management not necessarily staff management. You also need to make sure that if you go back to this kind of business, there is an incentive for subordinates to produce quality work and you to manage that performance. You may like The Phoenix Project by Gene Kim or a book about Prince2 or Six Sigma, both great quality management tools that cost nothing and help project managers regularly.
posted by parmanparman at 1:10 PM on October 4, 2015
posted by parmanparman at 1:10 PM on October 4, 2015
It is the second time I have recommended this book in a week, but I have found Crucial Conversations to be helpful. The book even includes links to role play videos that you can watch and reflect upon.
posted by 4ster at 1:16 PM on October 4, 2015 [1 favorite]
posted by 4ster at 1:16 PM on October 4, 2015 [1 favorite]
Recommendthis book by Alison from Ask A Manager. Don't be put off that it seems to be aimed at nonprofits-- it's a really useful overview for new managers in any field.
posted by frumiousb at 3:57 PM on October 4, 2015
posted by frumiousb at 3:57 PM on October 4, 2015
Best answer: Seconding the Manager Tools podcasts (which are free) for their approach to structuring a managerial relationship with your directs:
- Regular, highly structured one-on-ones for developing a relationship
- Frequent feedback for changing future behavior (if negative) or obtaining the same behavior (if positive)
- Delegating work to your directs
- Coaching
Frankly, I cannot stand the tone of the guys running the podcasts. At all. But I recently did two days of training with one of the co-founders of Manager Tools, and it was clear he knows his stuff. They have years of data from studies they've conducted. When he says "It doesn't matter what day of the week you hold your one-on-ones" or "Ask your high performers to take on extra work before asking your low performers," he has the data to back it up. They also have great stuff about the DISC model of managing, like changing your communication style to suit the other person's DISC type.
Conversely, I love Ask a Manager's Q&A style, but it's usually dealing with problems (it's also very heavy on interviewing). I've been reading it for a few years and have never seen a general philosophy of or approach to management. But she's great for advice on problematic situations. And you don't get much of that with the MT podcasts.
posted by ImproviseOrDie at 4:54 PM on October 4, 2015 [1 favorite]
- Regular, highly structured one-on-ones for developing a relationship
- Frequent feedback for changing future behavior (if negative) or obtaining the same behavior (if positive)
- Delegating work to your directs
- Coaching
Frankly, I cannot stand the tone of the guys running the podcasts. At all. But I recently did two days of training with one of the co-founders of Manager Tools, and it was clear he knows his stuff. They have years of data from studies they've conducted. When he says "It doesn't matter what day of the week you hold your one-on-ones" or "Ask your high performers to take on extra work before asking your low performers," he has the data to back it up. They also have great stuff about the DISC model of managing, like changing your communication style to suit the other person's DISC type.
Conversely, I love Ask a Manager's Q&A style, but it's usually dealing with problems (it's also very heavy on interviewing). I've been reading it for a few years and have never seen a general philosophy of or approach to management. But she's great for advice on problematic situations. And you don't get much of that with the MT podcasts.
posted by ImproviseOrDie at 4:54 PM on October 4, 2015 [1 favorite]
If you like "The One Minute Manager Meets the Monkey", you may want to pick up the book about "managing monkeys" -- Managing Management Time by William Onken. When I got promoted to engineering manager in 1988, my boss had me watch some tapes made of a class Bill did for H-P. Even back in 1988, it seemed pretty old-fashioned, but it taught me a lot about being a manager. Amazon has it used for less than a buck :).
posted by elmay at 8:37 AM on October 5, 2015
posted by elmay at 8:37 AM on October 5, 2015
Managing projects is different than managing people. Sounds like you want the latter.
Which industry are you in? Managing blue collar is different than pink collar or white collar.
Finally, managing prescriptive work (I need you to do X, then Y, then Z) is very different than creative work (we need to accomplish X, and have to figure out the details as we go through it.)
In general, I'd suggest the book Crucial Conversations. (nthing that one, looks like.)
The most fascinating thing I've seen in technology is a slide deck from Netflix, which they published internally maybe a decade ago: http://www.slideshare.net/reed2001/culture-1798664
There's a recent Planet Money podcast that covers it, but basically: only hire excellent people, pay them stupidly well, fire them when they're either permanently no longer excellent, fire them if you don't need their excellence any more, and make those rules very, very public so people can't get all that surprised when they get fired. Embrace change and make it your way. Give people the vision, and let them figure out everything else instead of working it out for them.
And so on. It's horrifying and amazing and wonderful, all rolled into one.
posted by talldean at 1:56 PM on October 6, 2015
Which industry are you in? Managing blue collar is different than pink collar or white collar.
Finally, managing prescriptive work (I need you to do X, then Y, then Z) is very different than creative work (we need to accomplish X, and have to figure out the details as we go through it.)
In general, I'd suggest the book Crucial Conversations. (nthing that one, looks like.)
The most fascinating thing I've seen in technology is a slide deck from Netflix, which they published internally maybe a decade ago: http://www.slideshare.net/reed2001/culture-1798664
There's a recent Planet Money podcast that covers it, but basically: only hire excellent people, pay them stupidly well, fire them when they're either permanently no longer excellent, fire them if you don't need their excellence any more, and make those rules very, very public so people can't get all that surprised when they get fired. Embrace change and make it your way. Give people the vision, and let them figure out everything else instead of working it out for them.
And so on. It's horrifying and amazing and wonderful, all rolled into one.
posted by talldean at 1:56 PM on October 6, 2015
Best answer: Manager Tools is exactly what you're looking for. It took me some time to get good with their tone and to process the fact that these were a couple of career corporate/military guys, but they are up front saying that the core of their message is to treat your reports with love. I believe they mean it, and regardless, the methods they teach are top notch.
posted by sudama at 7:01 AM on October 7, 2015
posted by sudama at 7:01 AM on October 7, 2015
15 years ago my company had a training based on this video:The Practical Coach and I still carry the little card that came with it in my wallet. It's a bit 80s cheesy but short and sweet. Role playing was a part of the course and its recommended.
posted by Spumante at 6:29 AM on January 17, 2016
posted by Spumante at 6:29 AM on January 17, 2016
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