How to Be a Better Manager

Managers have worked to achieve a certain level of success. Most often, that success comes about as a result of what they know and contribute to their organization. So, it’s natural, particularly for the new manager, to share that knowledge base with those who work with and for them. In many cases, this is a good thing. However, there is an immense benefit of not telling, but rather, asking questions and listening.

How many times in your career have your gone to your manager for help? You’re faced with something and you’re not sure how to proceed. Here are two different scenarios that can follow.

SCENARIO 1: Employee goes to manager. Employee asks manager question. Manager answers question. Employee goes away to execute said answer. The employee has learned two things: their manager always has the answer and the answer provided worked.

SCENARIO 2: Employee goes to manager. Employee asks manager question. Manager asks employee for their ideas about a solution. Employee thinks and offers a possible solution. Manager says, “Great, now go give it a try.” Employee leaves and tests their theory. One of two outcomes will ensue. Either the solution is successful or it is not. In both cases, however, the employee has learned and grown. They’ve learned to exercise judgement. They’ve learned it’s ok to take a risk, make a mistake and learn from that. They’ve also gained confidence. Another benefit of this scenario is that the employee will eventually come to the manager less often in search of an answer, leaving the manager more time to do her job.

The lesson here? Ask questions then LISTEN. As a manager, one of your key responsibilities is to develop those who report to you. In one of my former companies, the saying was “Hire people smarter than you so they can take your place, freeing you up to move up in the company.” A little self-serving? Sure, but think how that benefits your company.

I witnessed the benefit of this approach a few years ago when I was facilitating a workshop in a leadership development program. The key principle of this workshop was asking questions and listening. Several months later, one of the students in the class reached out to let me know she had received an award for best manager in her State’s region. She attributed much of that success to the workshop where she had learned to ask questions of her subordinates, listen and let them make their own decisions. As a result of this new approach, her subordinates learned, they were happier in their work, and she was free to do the work she needed to do.

So managers, when someone comes to you for an answer, simply ask them what they think. Listen. Then suggest they give it a try. It won’t always be perfect, but they will learn and in the long run, everyone benefits. They will grow, you will have a stronger, more capable team, and the company will reap the rewards.