Had the opportunity to present/workshop on "Leveling Up Your Managers of People" to a Vistage CEO group earlier this week.
We had a great two-hour conversation about the best way to build a people manager development program, and it left me more convinced than ever that an investment in your core managers of people - the ones actually interacting with your employees - is a key investment in 2021 and beyond.
That's obvious, right? Too bad we talk all day long about "leadership" (it's sexy, no doubt!), but we rarely get around to what our first time managers actually need to survive and thrive in their daily conversations with their direct reports on the front lines.
Sucks to be them. But it's right there, waiting for time, attention and investment from HR and the leadership team of any company you're a part of.
With do much opportunity, where do you start? Well, how about at the beginning, starting with how you choose/hire managers of people?
Domain expertise is important, but overvalued in the hiring process for first time managers of people. We're addicted to the fact that the best individual contributor in your business must be the best candidate to fill an open first-level people manager role.
It's a lie. At my Vistage talk this week, I showed the C-level a chart of 7 behavioral characteristics that comprise the behavioral DNA of any employee. I asked them to rate the most important ones to getting great results as a manager of people. They didn't need my help, they got it, and they selected the following:
--Assertiveness. YUP. Let's face it, being a manager is all about confrontation. That's confrontation with a small "c", not a big "C", folks. To the mid to low assertiveness person, every conversation needed to get a small change or tweak from an employee feels like it might be a massive thing. The result is these folks will delay necessary on the fly coaching. It's not that big of deal, and delivered with a quality coaching tool, employees will be connected and actually engaged by the feedback.
--Introversion/Extroversion. This one's a bit trickier, because we naturally feel that extroverted people are more likely to engage their direct reports. That's true in a broad sense, but the downside is highly extroverted people talk more than they listen. If you want behavioral change from your direct reports, you have to make the employee talk and be part of the solution. Better to have a mid-range person on the introvert/extrovert scale from this to happen. While the C-levels in my group correctly picked this one, they followed the conventional belief that max extroversion is a good thing related to managing people. Turns out, it's more complicated than that.
To close this post up, the most important behavioral trait in my eyes in hiring managers of people is ASSERTIVENESS. Low assertiveness means your people manager will feel conflict at every turn and will rationalize reasons not to have the conversation they need to have today.
Can you hire a low assertive person to be a people manager? Sure, but you'll have to tell them what's required and to perform as they need to, they'll likely feel their batteries drained on a daily basis.
There's a thousand things that go into building a team of effective people managers at your company. The best place to start is to evaluate candidates in a more intense way when hiring managers of people. Once you accomplish that, you can build your leadership academy on your own or use a system like the BOSS Leadership Training platform to jump start your efforts.
Good luck getting your manager development program in place in 2021!