MANAGING PEOPLE (THE RIGHT WAY)

Besides writing on the side once in a while in multiple blogs, including this one, my work profession for over 25 years has been as a mid and senior manager for various Fortune 500 Companies and a couple of small ones, too.  I’ve won many awards for my managerial accomplishments and moved up the ladder of success appropriately.  I only prefaced with all of this information to help point out that my managerial strategies expressed within the rest of this article in WordManPoints is not exactly shooting from the hip, but they’re based on a lot of experiences and very successful results.
 
Managing professionally has so many aspects to it.  The specific managerial role and the industry/sector of the employer matter a lot – it’s generally one-size-fits-all, but not specifically.  A manager’s role could encompass many things to manage such as budgets, ROI (Return on Investments) goals, hiring, firing, performance reviews, contract reviews/renewals, procuring, negotiating, vendor management, production, compliance, quality, inventories, and so many other potential key responsibilities.  The main category I left for last is the most important category of all:  “Managing People”.  That need is a very common and imperative requirement for success.  In almost every instance, a manager cannot succeed immensely without their team (if the managers are lucky enough to have a team).  Yes, "Managing People" is absolutely the most essential key to the success of any manager who oversees staff.

There are many pieces of advice I am suggesting for such managers to accomplish that feat, but my main recommendation is for them to reach into their inner selves and do their best to relate to each individual staff member as best they can.  We’ve all been kids and we’ve all gotten scolded from misbehaviors.  We’ve been criticized by teachers, coworkers, family members, friends, etc.  Utilize those experiences to relate as best as possible to staff members.  Whether we have grown up with siblings, cousins, and/or friends, none of them are exactly the same person as us.  All people are unique.  Likewise, every staff member is unique.  Learning each individual’s key characteristics (to a degree) is a very advantageous and strategic way to best understand and ultimately manage them at the highest level of success (in many cases).  I’m not suggesting that a manager needs to become any staff member’s best friend.  In fact, I would never suggest that because it will ultimately, one way or another, cloud judgements.  It can also create surrounding perceptions against the managers from others.  While perceptions tend to be misperceptions often, they can still become powerful factual conclusions in some people’s minds which can ultimately lead to a major hindrance against a manager and/or the individual associate(s).
 
In my own personal view, the two most important aspects of “Managing People” should be demonstrated by a manager:  understanding and fairness.  For the latter, as long as you are equally fair to every one of your direct reports, you can manage all staff members confidently.  As far as understanding, ensure to balance it without becoming a pushover in any way.  If you can empathize, then do so, but keep it to a level that consists of some strict parameters to keep your authority level respectful.  Don't just be a manager, but ensure to be a mentor, too!
 
Moreover, one of the main approaches I have utilized to not only gain respect from my staff, but to also demonstrate genuine care for them is to help balance their work schedules as much as possible.  Again, do not overextend your care to the point of being taken advantage.  Instead, balance it without overly compromising your managerial role.
 
Lastly, I would highly recommend cross-training, whenever feasible.  Having workers who are able to step into multiple roles only helps you as a manager in the long run.  That includes periods in which your staff is out-of-office.  It also helps your staff’s personal job growth - enabling them a chance to develop.  Their development may will not only help their individual success, but it can help the manager and the firm by having organic growth results which adds to a good environment and alleviates recruiting needs. 
 
With this aforementioned advice, you have a good chance to enhance your managerial success with an added value of gaining the respect of your staff.  These techniques can help you and them professionally!  Of course, you don't have to listen to my advice, but I have offered it to you just the same.