Another one walked out the door. With him, dollars 25,000 in recruitment fees, dollars 3,000 in relocation expenses and a dollars 31,000 learning curve went down the drain. Clients became uneasy, employee morale suffered, and my firm’s ability to recruit top talent was negatively impacted.
Another one walked out the door. With him, dollars 25,000 in
recruitment fees, dollars 3,000 in relocation expenses and a dollars
31,000 learning curve went down the drain. Clients became uneasy,
employee morale suffered, and my firm’s ability to recruit top talent
was negatively impacted.
My management style was costing my firm money, and it was exacting an
emotional toll on me. Taking each departure personally, I was beginning
to feel like a failure.
Like so many young managers, I had been bumped up because I was a good
producer. No one considered that production and management require two
different skill sets, and those skill sets are often at odds with one
another. Totally ill equipped for my new role, I continued to make
mistake after mistake.
It wasn’t until I looked at myself that I got it. First, I had tried to
control my employees. Then, I had tried to motivate them. But I didn’t
become a good manager until I sought to inspire them. It was a principle
so simple that I had missed it.
Good management is grounded in intention; it’s not built on behavior
modification, manipulation or motivation. Instead of searching for the
right words and actions to produce desired behaviors, I put my
employees’ needs first and care about them as people.
Good management is not linear. Like the imagination, it’s fluid,
flexible and creative. I found no set rules to becoming a good manager,
but I discovered three principles that helped me grow into
Good managers know themselves. They know their strengths and weaknesses,
and they understand their management styles.
Good managers share themselves as well as their knowledge. When I train
executives in presentation skills, I encourage them to be
The best presenters are those who share with audiences, and good
managers are no different.
Sharing our souls does not mean becoming intimate friends with
It does mean, however, allowing employees access to our lives.
Good management is servant leadership. At its simplest, servant
leadership recognizes great leaders are humble servants. My job was not
to do the job, but to get the job done right, and that meant ensuring my
people had the tools, training, encouragement and trust they needed. By
serving them, I met my goals.
Few are born great managers. But these three principles - know yourself,
share yourself and practice servant leadership - helped me become a