Not everyone can be a manager. It’s why only 1 in 10 people possess high talent to manage, and why companies don’t choose the right person for management jobs 82% of the time. Very few have the ability to lead teams, engage them, and handle the stressful workloads of working between employees and corporate. But if you’re not the lucky 1 in 10 who can manage talent effectively, what do you do?
Continue Learning on the Job
It’s clear companies want good managers. When it comes to Learning and Development spending, management and leadership are king, who make up about 35% of total L&D budgets. This is a consistent trend at companies, and it means companies want you to grow as a manager every year, not just the year you’re hired. You may not have a knack for leading talent, but that doesn’t mean you shouldn’t try to learn one.
Find online courses on management to take. Talk to your employees about what you could be doing better. Take stock of your failings on a regular basis. If you’re not a great manager now, you can always grow into one.
Delineate the Problem
While you’re taking in everything you can about being a better manager, take time to develop the people around you so the world isn’t on your shoulders. Management is about knowing how to get things done, not about doing them yourself. Perhaps the reason you can’t manage your talent is because you’re too much of a micromanager. As Jessica Marie, Marketer and Consultant with Eris Media Group, explains, micromanaging causes more problems than it cures.
"The effects of micromanagement can be disastrous for a company’s culture. Employees will soon realize that you are not listening to them. They will undoubtedly shut down, stop making suggestions or going to you with questions. Ultimately, employees will become disenchanted and will eventually quit to work for another company."
Trust your employees to do the tasks you’ve assigned them. Don’t hover. Around 90% of learning takes place on the job, and your micromanaging is preventing your employees from learning, making it harder for them to do the tasks you can’t.
Hire Around Your Weak Spots
If you find that you’re consistently underperforming at some part of your job that isn’t directly tied to management (such as writing, arranging meetings, or a number of other office-related tasks), it might be part of a larger hole in your company, which could mean it’s time to hire someone to do that job. And if that’s the case, the best thing you can do for your company is to put your all into the hiring process and hire the best possible person for that job. Get a hiring team together, and hire professional recruiters instead of posting job ads and hoping for the best. About 80% of turnover is a result of bad hiring decisions, so making the right hire will save your company big, and net you some appreciation from the higher-ups.
Remember that management is about how you direct others to work, not how well you can do things yourself. If you can’t manage talent, reconfigure your brain to continue learning even after the big promotion, avoid micromanaging while empowering your employees through great delineation, and emphasize the importance of good hires.
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Andre is the CEO and co-founder of ClearCompany. Prior to ClearCompany, Andre was Global Managing Director at Thomson Reuters, where he ran a 1Bn global business across 90 countries. Prior to Thomson Reuters, Andre was responsible for product development and operations at CCBN, a company he helped grow from a small start-up to number 36 on the INC 500.