The most valuable type of manager is an inspirational leader. The most effective way to motivate people is to inspire them.

1. Listen and be open to feedback.

One of the great secrets to managing people well is to listen to them. That’s right: I’m telling you to listen. Listen to your people. Listen to their ideas and suggestions. Listen to their complaints and concerns.

Key takeaway: Stay open to employees’ ideas and suggestions.

2. Set clear expectations.

The truly great manager sets clear expectations. Of course, the definition of clear expectations is open to debate, but I believe that clear expectations mean that you have a clear idea of what you want to accomplish, and you also have a clear idea of what the employee is expected to do.

Key takeaway: Articulate what you expect from your employees, and do your part to ensure they understand what is expected of them.

3. Understand your team’s strengths and how to leverage them.

Great managers know how to leverage the strengths of each team member.

Key takeaway: Find ways to take advantage of your team’s strengths and make the most of your individual employees’ talents.

Key takeaway: Don’t force your employees into positions they are not suited for.

4. Communicate openly.

A common mistake made by individuals who are new to management is the failure to speak up about what they see, hear, and feel. They’re so busy trying to fit in and be liked that they keep their opinions to themselves. Managers who make this mistake aren’t really liked.

Key takeaway: Share information with your employees so they feel like they are an active part of the company.

Key takeaway: If you have something to say, say it.

5. Set realistic goals.

The best managers have a knack for setting goals that are both realistic and motivating. They have a nose for the difference between a stretch target, which will motivate a high level of performance, and an unachievable target, which will put people on a treadmill—with the manager pushing.

Key takeaway: You have to be able to measure success for your goals to be useful.

Key takeaway: Set realistic goals; don’t set the bar too high for your team.

Key takeaway: Don’t rely too much on technology to help you achieve your goals.

6. Keep it professional.

The manager who becomes overly friendly with the staff is asking for trouble. There is a fine line between being approachable and being too familiar. Buying a round of drinks for the troops at the local watering hole is fine, but bringing them home on a regular basis is not.

Key takeaway: Stay professional.

Key takeaway: Don’t take things personally.

7. Be detailed.

When you engage a team member in a discussion about his or her performance, be sure to focus on specific examples of where things went well or poorly. The more specific the detail, the better. The more specific you are, the more likely the team member will be to provide you with details of his or her own. The more details you have, the more likely you are to identify patterns, which are a sign of strengths or weaknesses.

Key takeaway: Be very specific in your instructions.

8. Communicate, communicate, communicate.

The great manager is a master communicator. In fact, I would go so far as to say that the ability to communicate effectively is a prerequisite for effective management. It’s the great manager’s most important skill.

But what does it mean to communicate effectively?

I had a great boss once upon a time who told me that the only thing that he wanted me to remember about communication was that it all begins with listening. I took that to heart. I still do.

Listening is the foundation of communication. I’ve found that listening is a gift that keeps on giving. When you listen to people, they feel heard, and they are more likely to listen to you. Listening to people is also a very effective way to gain insight into their hopes, dreams, fears, and concerns. By listening to people, you learn about their lives. You learn about their families. You learn about their interests. You learn about their values.

Key takeaway: If you have something to say, say it.

Key takeaway: Your employees should know what you’re thinking.

9. Be kind.

I believe everyone has the basic tools and drive to be successful. The great manager helps people find their niche in the organization while lending a hand along the way. Whenever possible, the great manager gives new employees a chance to succeed; when an employee fails, the great manager is immediately there to help pick up the pieces. The great manager is a source of encouragement for people who aren’t doing well, and a source of constructive criticism for people who are.

Key takeaway: Treat your employees with kindness and respect.

Key takeaway: Set a good example.

10. Be a good leader.

If you want your people to do what you say, you’ve got to be ready to explain why you say it. That means you have to have a clear sense of why you want them to do what you say. If you don’t, you’ll be a bad leader. Good managers know that their job is to provide a clear vision of how their company is going to win and then to create a structure that allows the people below them to go out and figure out how to get it done.

Key takeaway: You should be a good example to your employees.

Key takeaway: You should be honest.

Key takeaway: You should set a good example for your employees by being kind.

11. Have good conflict resolution skills.

It’s inevitable that conflict will arise in any team. It’s also inevitable that conflicts will be handled differently by different people. Some people will ignore conflict, while others will engage in passive-aggressive tactics. A few will even resort to open hostility. What’s common to all of these situations is that they are toxic to a team’s productivity. It’s up to you to set a clear expectation for the team that conflicts will be aired, resolved, and put in their proper place.

Key takeaway: If you have something to say, say it.

12. Understand your employees’ work–life balance.

Why is it important to know how your employees manage their work–life balance? The answer is simple: The employees who manage their lives well are generally the people who are most engaged, productive, and successful. It is also important to know how your employees would like their workplaces to support their work–life balance.

Key takeaway: Be sensitive to your employees’ work–life balance.

Key takeaway: Your employees should be able to work with you to achieve a healthy work–life balance.

Key takeaway: You should be sensitive to your employees’ work–life balance.

13. Don’t micromanage.

Micromanagement is a real problem. It’s one of the most damaging mistakes a manager can make. So, it’s important to remind yourself to stay at arm’s length—to resist the urge to step in and take charge each time the team encounters a challenge. The truth is that you can’t do your people’s jobs for them.

But you can—and you should—give them guidance, feedback, and encouragement.

Key takeaway: Helping your employees achieve their goals will help them feel more autonomous.

Key takeaway: To help your employees achieve their goals, you need to give them the autonomy to do so.

Key takeaway: Don’t try to do your employees’ jobs for them.

Key takeaway: It’s not always necessary to give your employees your full attention.

14. Focus on strengths

When you have a new employee in the office, or even when you’re in the process of interviewing someone new, ask, “What do you like to do in your spare time?” or “What are your hobbies and interests?” If the person doesn’t know the answer off the top of his or her head, he or she will quickly come up with an answer by thinking about it. You’ll then be able to follow up with another simple, direct question. Ask, “What are your skills?” The person will begin to list off everything he or she is good at. If you ask this question of the person again at a later point in time, you will usually get the same list. The reason is that people tend to define themselves by their skills and talents, and as a result, they have a clear understanding of what they’re good at.

15. Have a vision of where you want the company to be, and communicate it to your employees.

“Where is this company going? Why are we here? What are we trying to accomplish?” Good managers know the answers to these questions and can articulate them in a simple, clear, compelling manner. They share this vision with their employees.

Managerial vision can take many forms. Some managers picture the company as a thriving enterprise, filled with happy customers and profitable growth. Others see it as a community, with employees and their families living, working, and thriving in a safe environment. Some managers see their company as competing in the marketplace of ideas, coming up with better, more innovative products, services, and processes. Others see it as a community of volunteers, working together to accomplish great things in their communities.

Whatever your vision is, you must communicate it clearly, and you must be committed to it. If you don’t believe in it, the people around you won’t believe in it.

Key takeaway: Be sure to communicate your vision to your employees.

16. Share your knowledge.

Taking time to share your knowledge helps employees feel valued and respected. The great manager is generous with his time—and his knowledge—spending time explaining why things are done a certain way and being sure others understand. He invites people to ask questions. He educates and trains and teaches. He doesn’t hoard knowledge. He doesn’t hold onto information. He shares it.

Key takeaway: If you have something to say, say it.

Key takeaway: Sharing your knowledge with your employees will help them learn.

17. Be a good communicator.

The great manager can tell a story, make a point, and convey a feeling with a few well-chosen words. He or she is a master at expressing ideas in simple, straightforward language. The great manager can also listen and ask the right questions in such a way that people feel comfortable and confident about sharing ideas and opinions.

Key takeaway: You should be a good communicator.

Key takeaway: You should be open to feedback.

Key takeaway: You should be honest and open with your employees.

Key takeaway: You should be available to your employees.

18. Listen to your employees’ ideas.

Ask, “What one thing would you change about our company or department?” The answers to this question reveal a great deal about your people. Do they have ideas for improving customer service or improving productivity? Are they committed to the success of the company?

Key takeaway: Your employees can help you grow.

19. Have a goal that is bigger than yourself.

The best leaders define their purpose in life in terms of something bigger than themselves. This is not about becoming a saint. It’s about the leader’s desire to bring out the best in people to serve something bigger than themselves. It could be a business, a movement, a religion, or even a family. It might be about building something that will outlive the leader. Whatever it is, it’s not about the leader’s self-interest. It’s about the leader’s passion, which is contagious, and the leader’s story, which is inspiring.

Leaders who serve something bigger than themselves are not motivated by a desire for power or money or prestige. Their motivation is a desire to do something great. They have an emotional connection to their mission, a belief that it is important. They see their life’s work as an extension of their values and beliefs. Their story is about serving a cause larger than themselves.

This is what Albert Einstein meant when he said, “The true sign of intelligence is not knowledge but imagination.” I have found that people who are highly creative are also highly emotional and passionate. It is this unique combination of emotional intelligence and creativity that helps the best leaders define their purpose in life.

Key takeaway: You should have a goal that is bigger than yourself.

Key takeaway: You should focus on the company’s goals, not your own.

Key takeaway: You should focus on your employees’ goals, not your own.

GamdAi Media
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  Photo by Khwanchai Phanthong.