What Makes a Great Manager? Top 5 Qualities Stuart Holton Director at Holton Satchwell Ltd

Truly excellent managers are few and far between. In fact, even good managers are something of a rare entity. Too often, management skills are discussed in a generalised way. How often have the abilities of ‘being a good leader’ or ‘creating a positive work environment’ been cited as measures of success? These sweeping statements do little to guide managers in the right direction. They need to be examined in close up to be truly understood, trailed and integrated into everyday routines. Don’t do anything I wouldn’t do All good managers must be prepared to lead by example. This does not mean literally rolling your sleeves up to clean the toilets every morning (although if you want to do this, go right ahead). Rather more, it is a case of both modelling and establishing key values and ethics you wish your staff to demonstrate. You can take this even further; if you are asking your staff to work past their scheduled hours, make sure you are seen to do so too. It’s good to talk Without clear communication channels, successful management can’t take place. Communication with your team should be consistent. Language use needs to be specific and honest. Just as you need to create a regular way of communicating with your staff, they too need to know that you are available when they need you. In addition to making your employees feel involved, this also allows any issues that have the potential to grow into problems to be halted speedily and efficiently. Part of effective communication is opening yourself up to the prospect of feedback. A daunting proposition perhaps; but one that you will ultimately find rewarding. Find the time to consider how others view you, be open to constructive criticism and be reflective and realistic in your approach to improvement. Don’t dictate, delegate Your staff should also become accustomed to welcoming feedback. The nature and tone of this feedback, as decided by you, can make or break a team. Studies show that receiving positive praise from the boss makes a huge impact in terms of motivation. Therefore, even when things go wrong or mistakes have been made, try to resist the temptation of making an example of an employee in front of everyone. You may be thinking how impressively powerful this will make you look. You would be wrong. No one wants to work for a bully. In tandem with positive praise, careful delegation can motivate workers. Assigning tasks to the relevant persons shows awareness on your behalf of their skills and passions. It can also go some way to lightening your workload, as long as you remember who is doing what! Do make it personal Most people will remember that one teacher at school who could never be bothered to learn your name. Years of being referred to as ‘brown hair’, ‘blue bag’ or just plain old simple ‘you’ can take it out of you. Treating your team as individuals as opposed to one homogenous group of workers is important in creating a purposeful work environment. Learn your staff members’ names, show an interest in them professionally and personally and allow them to see something of your character away from being ‘the boss’. Yet, be aware of crossing the line. Turning up uninvited to your secretary’s house at 2 in the morning is probably pushing it. Make the job your own It is possible to be made management at any stage in your career. Yet whether you are an enthusiastic graduate or you have years of experience behind you, making your mark is a must. The phrase, ‘stamping your authority’ seems too harsh, too dictatorial and too at odds with what has been advised previously and yet, in essence, it is what you should do. Rocking the boat is not what is in order. You will possibly be constrained by corporate guidelines to some extent, but there may be little things you can introduce. Perhaps make a promise to limit unnecessarily drawn out, after work meetings or consider giving ambitious members of your staff the opportunity to lead sections of these meetings? Whatever you do, be assertive and follow things through. Workers are far more likely to deliver maximum effort for a manager they see as confident, capable and strong. Making the job your own is not advice reserved solely for those new to management. Stagnation is a palpable danger for experienced managers, perhaps those who are too comfortable in their position and it must be avoided at all costs. Be wary of looking to history to guide you in the right management direction. The great leaders of old had access to some ‘qualities’ avoided here: namely torture, banishment and execution. Hardly options available to managers today! Perhaps the key to true success as a manager is to find your own niche. These general qualities need to be embedded into your management style in a fluent and effortless way. Also, be flexible. The world of business is ever changing and you must be too.