…dream more, learn more, do more and become more, you are a leader.” – John Quincy Adams
…I think the number one reason new managers fail is that they never figure out how to get exceptional and discretionary effort out of the people reporting to them. Managing people is fundamentally different than being an individual contributor because as an individual contributor success is governed largely by your own performance. Not everyone that makes the transition figures that out.
Conversely, as a manager success is governed by your ability to get others to perform. And the higher you climb, the more difficult it is to do this by micromanaging – at a certain level everything going on underneath you is simply too great in complexity and scope to manage minutia.
…Part of making this transition is learning how to delegate, but as important as delegation is to managing efforts of considerable scale, it is just as important to make sure the people one is delegating to are engaged in their work. To ensure this, one must be inspiring as well as competent. Forsake the former at your own peril.
As we get started this week, if you’re a manager make sure your people are excited about getting better at their current jobs, dreaming about what’s next, and doing more than they currently are to reach their aspirations. Don’t just manage. Inspire.
If you any questions on how to do this (or insights on how you’re doing it already) please share them in the comments section below.