Communication+Management

A manager I know had an employee who was facing a challenging situation in their family. They needed time to help another family member, but they felt guilty about falling behind on their work.  The manager encouraged the employee to take time off and not worry about their tasks, even suggesting gently that they might want to take a temporary leave. However, the employee chose to keep trying to do their job. They said they appreciated the change of pace it offered, even though they were distracted and not able to perform at their usual level.  The two of them limped through this situation for several months. The employee felt guilty about their work effort, but they were doing their best under the circumstances. Meanwhile, the manager felt like they were not handling everything precisely the way they should. It was difficult and stressful, and the manager felt unprepared to offer the right kind of assistance or to guide the employee to resources that could help. I’ve often thought abou

Middle managers spend much of their time discussing work issues with their teams and their supervisors, but perhaps the most difficult communication tasks are those that involve people from outside the organization.  I learned during my years working for newspapers and other companies that talking to angry customers is never fun. It was usually the part of the job I dreaded the most. Fortunately, interactions with perturbed clients often weren’t as bad as I expected them to be, and I’ve developed a few tactics over the years to help me work through problems while still having my team members’ backs.  I don’t have formal training in customer service, but here are some ideas that have worked well for me when dealing with a client “escalation.” Respond quickly, but take time to prepare . It may seem that these two statements are contradictory, but they aren’t. When you receive a client’s complaint, you should try to get back to them as soon as possible. However, if you’re not ready to add

Managers are responsible for helping employees meet business-related targets, but good leaders also want the people who report to them to achieve personal development goals. Doing so builds stronger workers and better teams, and seeing your employees succeed is one of the joys of middle management. However, just as a manager needs to help employees create and follow through on career development plans, it’s also vital that managers do the same for themselves. Especially if you’re in middle management, your boss may not have the time to help you do this, so you need to take the initiative and make your development a priority. Here are a few ideas to help: Spend time thinking about your short- and long-term goals . What do you want to accomplish in the next quarter, the next year, and the next five years? What are other people in your position doing to advance in their careers? Think of someone who sets an example you would like to follow in your professional or personal life and conside

I’m not a fan of meetings. To be fair, I don’t know many people who are. However, I recognize that they are a necessary part of most jobs. Because we’re likely to spend large chunks of our careers in meetings with our teams, our supervisors, fellow managers, or others, we should at least make sure those get-togethers are meaningful. I believe a good meeting usually results in effective decision-making, and if it’s a meeting I’m running, that’s what I’m hoping to achieve.  Here are a few steps I follow to keep people on track and moving toward a decision during a work meeting: Consider the specifics of the situation . Before the meeting begins, answer several questions. First, and perhaps most importantly, do you need to have a meeting, or could the work to be done be handled via email? (If it could, please consider that option!) Assuming you do need a meeting, have you clearly been put in charge of solving the problem or completing the project that will be discussed? Do the other peopl

Most managers keep their primary focus on their teams, which makes complete sense. They spend a significant chunk of their time each day trying to help their people hit work-related targets and achieve personal development goals. This often means that they are unable to put as much effort into their relationships with peers on the same leadership level in their organization. However, I have found that taking time to build those ties can be vitally important to helping your team and the entire company succeed. Here are a few ideas to help you as you seek to strengthen bonds with your fellow managers: Get to know them . This is similar to what you do with your team members. Take the time to communicate with other managers. In addition to talking to them about work, find out about their interests outside of the office. Show that you care about them as people, not just colleagues. You likely won’t become best friends with all your fellow managers, and that’s OK. You should at least be good

When you’re part of a small team in a big organization, it can be difficult to understand statements you hear from the CEO and other high-level executives in “town hall” meetings. Perhaps they mention projects that don’t seem to have a direct impact on the work you and your team are doing. Or maybe they’re using acronyms and jargon you don’t understand. In such cases, tuning out their messages is a natural response. But it’s a bad idea, especially if you’re a manager. Though C-suite executives may be focusing on the big picture, it’s up to you to interpret their statements and translate them so your employees can understand what the organization is doing and how they can contribute to meeting overall goals. Here are a few suggestions to help you understand and explain those high-level messages. Pay attention . Some people ignore companywide messages and skip town hall meetings, assuming they have better things to do with their time. I think that’s a mistake. You need to know what you

Middle management is not for the faint of heart.  You face daily demands from leaders higher up the food chain and from the people who report to you. You juggle multiple projects and deadlines of your own, and you’re responsible for making sure your team members stay on track and complete their projects. It sometimes seems that you get all the blame when something goes wrong, but none of the credit when it goes well. So why would anyone aspire to management? As someone who has worked in middle management for decades, I can confirm that the challenges are many, but so are the rewards. Today, let’s focus on the latter. Here are some of the best things about working in management generally and middle management specifically: Higher compensation . This is probably obvious, but managers usually get paid more than the people they manage. Since money is an integral part of life, this is a benefit that shouldn’t be overlooked, and it’s usually a major factor in people deciding to seek a role i

Information is tricky. It can be incredibly powerful, both when it’s shared and when it’s withheld. It can move people and organizations in directions either planned or unexpected, depending on how it is released. And it sometimes seems to have a mind of its own. If you’ve ever tried to keep a secret, you know firsthand how badly that information wants to be set free. To harness the power of information, an organization must determine how, and how much, it wants to communicate. Based on my years of experience in several different kinds of businesses and organizations, I’ve come to believe that a philosophy of transparency is the best foundation for an effective communications plan. This is not to say that a leader should communicate every detail about every topic to every person on his team all the time. Organizations will always need some level of confidentiality, especially when dealing with sensitive topics. However, that doesn’t mean a business should default to secrecy. Rather, I

Even in an age of remote and hybrid work, most people can’t avoid “office politics.” It’s easy to get caught up in thinking about who slighted whom, which colleague received a promotion you don’t think they deserved, or why a particular coworker got a plum project. However, you don’t have to participate just because these shenanigans surround you. What you should do is prepare for the inevitability of the challenge they represent and decide how you’re going to react. Here are a few things to remember: Ask yourself, “What is my tolerance for office politics?” If you enjoy being in the thick of this kind of thing, I guess you can dive right in! But I hope you’ll choose otherwise, as it’s rare that any good comes of these kinds of gossipy machinations. I don’t enjoy work politics, so the advice below comes from that perspective. Strive to build trust with your colleagues . Some of your colleagues will become trusted friends, while others won’t. That’s natural and OK. But it is important

Picture this: you work hard every day, checking tasks off your to-do list, meeting deadlines, and completing outstanding projects. But no matter what you do or how well you communicate your accomplishments to your manager, it feels like they are always looking over your shoulder, offering “suggestions” that don’t help. Their micromanagement only slows you down and makes you less efficient. Sound familiar? Nobody wants to feel like they’re being micromanaged. Most managers know from personal experience how annoying that can be. However, as a manager, you must be able to track your employees’ progress . This means you need to find a balance between digging into the details of their work and trusting them to work independently. Here are a few ideas to help you walk that line. Communicate effectively and get to know your team members . Quality communication always makes management easier. Start by finding out how much management each of your team members prefers and try to work within thos

On most weekdays, you spend more waking hours interacting with work colleagues than with family and friends. Since that is the case, I firmly believe you should have some fun while working—and so should the people who work for you. As a manager, you’re responsible for ensuring your employees enjoy their jobs while staying engaged and focused on the tasks at hand. This requires a bit of a balancing act, but you can do both! Here are some suggestions to help. Get to know people. You don’t want to get too involved in the details of your direct reports’ personal lives, but it’s good to know some things about them, their families, their likes and dislikes, their hobbies, etc. In other words, be a human! This is important as a manager because what’s happening outside of work hours can affect what your employees do while they’re working, and you need to be aware of that. But this knowledge also allows you to have occasional fun conversations with them. If all you ever talk about is business

As a manager, I sometimes struggle to track progress toward reaching my personal, long-term development goals. When things get hectic, it’s hard just to recall what I did the previous week—and I don’t think I’m alone in that. Considering how many balls the average manager is juggling at any one time, it’s no surprise that tracking productivity and progress for team members is even more difficult. However, it’s also vital to ensure that both your team and the individuals on it meet their goals. Here are a few ideas to help you develop a tracking plan for your team and follow up with each person. Plan to measure both qualitative and quantitative results . Set up a system that allows you to track whatever hard data is available for your team. Numbers are good because they will enable you to make apples-to-apples comparisons and keep an eye on productivity. However, for many teams, numbers aren’t enough. You’ll also need to judge the quality of people’s work, which may go beyond data and i

I was recently laid off after spending almost nine years at a company whose goals and mission I respect and support. It was a shock. I was working in my dream job, completing meaningful tasks, and striving to help both my colleagues and our clients. I looked forward to work almost every day. (I don’t think anybody looks forward to work EVERY SINGLE DAY .) And I had a fantastic team. Saying goodbye to them was incredibly difficult. On my last day with the company and the days that followed, I was touched to receive many messages of support from my former coworkers. I wasn’t surprised by this, because as I said, they are fantastic people. But hearing from them warmed my heart at a challenging time. I told my wife that hearing all the nice things people said about me was almost like attending my own funeral. However, as I reflected on their messages, I realized that they were also teaching—or perhaps, reinforcing—an important lesson. For the most part, these people who spent years working