What is your best managing people advice?

[IowaHawkeyeChief]

Originally Posted by Katipan

When you see a female crying.

Can I help?
Do you want to be alone?
Who should I kill?

That's it.

Serious question. Why do women bosses never seem to get along with their female employees? I've seen it in different field, businesses and offices where I've worked and/or called on as a client. Many times its just toxic for no real reason.

[Katipan]

Originally Posted by IowaHawkeyeChief

Serious question. Why do women bosses never seem to get along with their female employees? I've seen it in different field, businesses and offices where I've worked and/or called on as a client. Many times its just toxic for no real reason.

I assume for the same reason we're mean to eachother in general.

I don't have that experience.

[Mosbonian]

Originally Posted by Katipan

I assume for the same reason we're mean to eachother in general.

I don't have that experience.

I had a female on my team as a supervisor who I promoted because she had earned it. When I told her who she would be supervising, she politely declined the promotion.

I could impart her explanation word for word but I am sure it would not be well received.

[KCUnited]

Originally Posted by Katipan

When you see a female crying.

Can I help?
Do you want to be alone?
Who should I kill?

That's it.

Her sobbing: "I recently had a miscarriage"

Me: "I can relate my fantasy team got bounced but my someone starting Alex Smith over the weekend"

But seriously thats when I was like just put me back in the basement with my stapler and spreadsheets, this isn't for me

[Fat Elvis]

Empower your team members so that they are highly sought after, but create an environment where they don't want to leave.

[BryanBusby]

There's a big difference between having some people report to you and being an actual manager.

People management is the easy part. Maintaining impossible budgets, trying to get work done when your entire schedule is wall to wall meetings and having to fend other people off from your team is the real hard work.

[tredadda]

These are not mine, but a lot of these principles I have incorporated into my life when I was leading people. You can pick and choose which ones are relevant or not.

https://www.armytimes.com/news/your-...rgeants-major/

1. Also I believe that everyone is different and leading/managing them has to be done with that in mind. It does not mean you should not expect similar results from them, just that how you approach them might vary some.

2. Even strong dogs eventually wear down. Be cognizant of that. Leaders/managers tend to default to those who consistently perform at a high level. While this shows confidence in that individual(s), they could eventually wear down as more and more stuff gets put on them.

3. Develop your people. Never seek out things that will make you and you alone look good. Leaders/managers should be looked at and evaluated based on what their teams do, not what they themselves do.

These are just a few, but I don't want to have too large of a wall of text here.

[kccrow]

Originally Posted by tredadda

These are not mine, but a lot of these principles I have incorporated into my life when I was leading people. You can pick and choose which ones are relevant or not.

https://www.armytimes.com/news/your-...rgeants-major/

1. Also I believe that everyone is different and leading/managing them has to be done with that in mind. It does not mean you should not expect similar results from them, just that how you approach them might vary some.

2. Even strong dogs eventually wear down. Be cognizant of that. Leaders/managers tend to default to those who consistently perform at a high level. While this shows confidence in that individual(s), they could eventually wear down as more and more stuff gets put on them.

3. Develop your people. Never seek out things that will make you and you alone look good. Leaders/managers should be looked at and evaluated based on what their teams do, not what they themselves do.

These are just a few, but I don't want to have too large of a wall of text here.

#2 kind of plays into the old Pareto Principle.

If 80% of key productivity comes from 20% of your workforce, where are you going to focus the bulk of your attention? That doesn't mean you ignore the other 80% of course.

Also, as you ascend in the chain you will gravitate towards affecting the most change in and/or developing the people key to doing your job.

As a controller, the people most key to me are subordinate staff accountants, HR managers, and Ops managers who can relay financial focus down the chain. I know that I don't need to focus attention on supervisors, coordinators, and so forth because they will push what I tell them down the chain even if I do spend some time with those people.

I guess a key point to make is to manage what you need to manage and let your subordinates take it the rest of the way. And for ****s sake, don't micromanage. There's no better way to piss people off.

[displacedinMN]

dont micromanage

we are being micromanaged in teaching-by many that have never been in the classroom

[493rd]

“Do as I say, not as I do”…this will take you far and capture the respect of all your underlings.

[WilliamTheIrish]

Know when to get out. (Of being a manager.)

[tredadda]

Originally Posted by WilliamTheIrish

Know when to get out. (Of being a manager.)

Kenny Rogers said “Know when to hold em, know when to fold em, know when to walk away”. Sage advice.

[ChiTown]

Originally Posted by WilliamTheIrish

Know when to get out. (Of being a manager.)

This

I’m very good at managing and developing businesses, but I sucked at managing people - not my strong suit. I like doing things my way, and it drives me nuts when people can’t figure shit out that is intuitive to me. So, I went into business for myself about 20+ years ago. It was a lifesaver for me and an opportunity to do the things I wanted to do without worrying about developing the people around me.

As far as managing people, the best advice I was ever given is
1. to hire the smartest people you can hire and get the f outta their way
2. Profit

[bigjosh]

Treat everyone the same, even that one person you cant ****ing stand at all.

Build trust by keeping promises and following through. Don’t make promises that you cant guarantee will happen.

Encourage personal growth of each employee. For example: new learning opportunities, new tasks.

Promote improvement ideas. If someone has a way to make things smoother, listen and invest the time and resources if it makes sense.

Deliver negative messages from your management with the reason why first. Share how it impacts you, but you are willing to do it because of the overall impact to the company.