Many founders struggle through product development, fundraising, sales, and team building and think they’ve got it made. But when it comes time to lead and manage the troops, they find themselves clueless. Here are a few tips to consider:
1. Leading and managing are different. Leading is about sharing your vision for the future, and getting your team motivated to make it happen. Managing is about making sure everyone is doing what they should, the way they should, on a day-to-day basis. Every company needs both. That said, some founders are great at both, while others find they are better at one than the other, and a partner or key lieutenant to fill in the gap.
2. This is not something you can outsource. As a founder, you MUST be involved in leading, managing, or both. One of my clients loves to sell but hates to manage. The minute she gets to the office, she closes her door and picks up the phone. She lands a lot of customers, but not without a lot of headaches. Her operations aren’t running as smoothly and efficiently as they should. Several top employees recently left for other jobs. And she’s even missing new business opportunities because she’s not on top of the details of what happens on the front lines. My advice to her: Find a great person to run operations, and manage employees. Add visionary leader to your role. Go to every staff meeting and fire up the troops, sharing your view on where the business is going.
3. Get the right talent in place. Marcus Buckingham wrote two books on management I recommend, both based on information gleaned from The Gallup Organization’s study of over 80,000 managers. In Now, Discover Your Strengths, Buckingham argues that people in business should put themselves in roles where they can take advantage of their natural talents. Instead of trying to fix their weaknesses, however, they should assign responsibilities to others who have the right stuff. Keep his advice in mind as you screen new hires and assign roles.
4. Give your people what they need to excel. In another book entitled First, Break All the Rules, Buckingham explains that employees reporting to great managers answer yes to the following questions:
- Do I know what is expected of me at work?
- Do I have the materials and equipment I need to do my work right?
- At work, do I have the opportunity to do what I do best everyday?
- In the last 7 days, have I received recognition or praise?
- Does my supervisor seem to care about me as a person?
- Is there someone at work who encourages my development?
- At work, do my opinions seem to count?
- Does the purpose of my company make me feel my job is important?
- Are my co-workers committed to doing quality work?
- Do I have a best friend at work?
- In the last six months, has someone at work talked to me about my progress?
- This last year, have I had the opportunity at work to learn and grow?
If your employees feel the same way, you’ll probably find they do better work, share positive views of the company, and stick around for the long haul.
- I have a flawed and incomplete understanding of what it feels like to work for me.
- Having ambitious and well-defined goals is important, but it is useless to think about them much. My job is to focus on the small wins that enable my people to make a little progress every day.
- One of the most important, and most difficult, parts of my job is to strike the delicate balance between being too assertive and not assertive enough.
- My job is to serve as a human shield, to protect my people from external intrusions, distractions, and idiocy of every stripe — and to avoid imposing my own idiocy on them as well.
- I strive to be confident enough to convince people that I am in charge, but humble enough to realize that I am often going to be wrong.
- One of the best tests of my leadership — and my organization — is “what happens after people make a mistake?”
Got a tip on managing? Please share.