Coach rather than command

If you are a manager with direct reports, your job is about leading a team of group of individuals to deliver their best work by being a coach.

Communicate better: Your direction must be clear and encourage the team, so that performance standards are maintained.  You will always have time constraints and competing priorities, but do not let that limit the time you spend on coaching and developing your staff which should be right up there with your key responsibilities.

Organise yourself: So that you do not stress the team unnecessarily. Remember that the buck stops with you and your team need stability from you. It is important that you organise your days properly so that you can do your own work and be there for the team as well. When you are disorganised, delegate last minute or practise ‘management by emergency’ you undermine everyone’s efforts.

Acknowledge strengths: Do not get fixated on fixing weaknesses as the best way to improve performance except where an individual is weak in some of the core strengths needed for the job they do. Otherwise, your rule of thumb should be to emphasise strengths to raise performance. In terms of your own performance, don’t count on your position power to get things done. Make sure you do develop some real skills that give your direct reports confidence and trust in you.

Collaborate as partner: Act like a peer-leader by helping create an environment that fosters enthusiasm, an atmosphere of open exchange, support and positive behaviours that increase overall effectiveness including your own.

Hone rough edges: Regularly feedback on how to raise good performance and improve weaker areas. Assign stretch projects you believe they can handle. Reflect on your own management style and make changes where necessary rather than automatically assume issues with performance stem from the employee.

Now take action: Find out from your direct report how you can coach them better.