You're Not an Individual Contributor Anymore: Preparing Managers for Success
When I was 20, I walked into a Petsmart and walked out with my first "adult pet" - my cat, Licky. This was my first attempt at "adulting," and I swore I would be the BESTEST pet parent EVAH. Cats like to be clean and poor Licky smelled like industrial bleach, so as the bestest pet parent evah, I had the well-conceived idea of giving him a bath. I had a shower/tub with a glass door. I put him in, and he bolted out as soon as the water was turned out. But I'm super smart and had this "cat bath" thing figured out, so I decided to get in the shower with him. It went splendidly for the first nano-second. But then he climbed up the top of Mount Char, claws digging deep into my calves, thighs, and back until he reached the summit - my head. With his claws. Deeply sunk into my skull. Did I mention the claws?
In hindsight, how could I have been so stupid? Ok, that's easy. Let's try again: how could I have been so naive? Well, that's easy, too - no one prepped me for cat parenthood. And that's what happens when you become a "manager." You're great at what you do as an individual contributor, so go forth and manage! But now, you're responsible for managing a team of individual contributors, who - for you to be deemed a "good manager" - all need to turn in good work. We make a faulty assumption that because you're good at what you do, you are going to be good at leading a team to be good at what they do.
But there are so many things left unsaid - so many assumptions that are flat-out wrong are allowed to continue. This article will discuss the main ones I wish I had known before getting a manager role. We'll unravel the essential elements of an effective manager: organizational prowess, the art of delegation, keen business acumen, and the North Star of values.
Organizing for Impact
About a year later, another cat, Sebastian, came into Licky and my life. They both were the manifestation of furry marbles dropped on the floor - spreading out haphazardly in all directions, with me trying to grab them before I tripped over them. There is no greater truth than the phrase "like herding cats,"... except when it comes to Direct Reports. Managing people is akin to trying to corral Licky and Sebastian into their cat crates - an intricate dance of goals, tasks, timelines (and treats). Paying attention to them as individuals AND planning was the best strategy.
There are several fantastic productivity books and systems out there. The OG is "Getting Things Done" by David Allen. In future articles, I'll share my method. But for now, here are some good rules of thumb:
Have a trusted space to put all of your tasks and notes. Stickies on your desk (or next to your bed. Or in the shower) don't cut it. Consolidate into one space and use that.
List out all of your obligations (otherwise known as projects) and break these up into small, actionable chunks (otherwise known as tasks). Voila! Doing this will make you more organized than 90% of friends, family, and co-workers (and that's what this is all about, right?)
Pro tips: Be specific when you task yourself. "Work on client project" isn't the same as "design 2 layouts for client project". It matters.
Finally, be a ruthless prioritizer. If you don't say what's important to you, you're at the mercy of other people's priorities.
Taking on these practices will make your ability to get things done much more manageable. All your best ideas won't come to life if you can't execute them. Ideas are cheap. To be the best leader, you have to be able to act on those ideas. And to act - especially when several people need to be coordinated - requires good organizational skills.
The Delegation Dilemma
Delegation, often misconstrued as simply saying, "Do this," is an essential skill managers must learn. It's easy to fall into the trap of thinking that, as a manager, you'll have plenty of assistance. The reality is that it's up to the manager to properly delegate tasks to their team in a manner that reduces churn and keeps the team on track. Your direct reports are not your "Mini Me's"; as a manager, it's your job to make them the best versions of themselves. All of this requires a strong delegation skillset.
Delegation is a muscle that builds over time. And the barbell you will use is anticipation. Because otherwise, it all starts to fall apart when the person you are delegating to asks, "Why?" After all, you're requesting that they do something they have little-to-no knowledge of. Remember, delegating is about handing off information that you have to them. To succeed, learn to think of yourself as the information steward. You are its protector. It's shepherd. To anticipate the needs of the person you are delegating to, prepare the following beforehand:
Begin with the "why" – the context grounds tasks and fosters understanding.
Give them a clear ask: what is required for this to be completed? What must they do before submitting it to you for approval?
Give them all the background they need, such as where to find the information, notes, files, and sources to complete this task.
Let them know the quality that you are looking for. This isn't as obvious as you think. If you are expecting the Sistine Chapel, let them know.
If you follow these guidelines, you'll be delegating like a champ. To level up, consider items that consistently come up when you delegate and add those to this template (extra points if you store it in the "trusted place" I mentioned in the organization section).
Business Acumen Unveiled
Beyond organizational finesse lies a cornerstone of leadership – robust business acumen. Do you understand the gears and cogs that run your organization? Ask yourself:
How does this company make money? What are its finances? Do you know what its overhead is?
Who decides how things get done (its processes)? Are they collected? Who makes those?
How do they decide when to upgrade hardware and software?
And who are "they"??? What does the org chart look like? Who reports to whom?
These mechanics feed into how an agency's goals, strategies, and resource allocation are made. This understanding fuels your ability to guide your team effectively.
I used to work at an agency with a designer who would always cozy up to the owner. Other designers hated that (not me, of course). His designer skills were ok. Shouldn't he have been spending that time reading CommArts instead of brown-nosing? But he saw that there was more than design. This was a business. It needed to "run," and he wanted to learn how. Now he owns his own agency. The people reading CommArts (or whatever the kids do these days) work for him.
It took me a long time to appreciate how fun (yes, seriously!) business is. I was lucky – I had done freelance work for a while (which will always force you to pay attention to things like money). I also read "No Ceiling, No Walls" by Susan L. Colantuono. Most of us think that work is a meritocracy: you'll break through if you become the best in your field. It's not. Instead, step outside your area and view the organization as a whole. Cross the aisle and try to understand the needs of PMs or Account Managers. When you do that, you'll not only get a bigger picture of what's needed to keep a business afloat, but you'll gain allies and really be able to push for organizational change – which will come in handy for more senior leadership roles.
Values: The North Star
Ultimately, managers must abide by their identified values when making decisions. To better understand the importance of values in leadership, please refer to the [LINK]. Having a definite set of values in action will aid in keeping you on the course you have chosen. They serve as your guiding light.
Wrap it up
Managing a team is a difficult job that requires knowledge and skill that we weren't taught in school. But with the proper set of tools and skills, any manager can be successful. It's essential to understand the elements of team management:
Organization is your jawn – harness it.
Delegation isn't just a task assignment; it's about being a good information steward.
Business acumen stretches beyond your desk; go and meet your neighbors!
Values are your North Star – when you’re lost, they’ll guide yo back home.
By internalizing these insights, managers can create a space where teams thrive, collaboration actually works, and creativity runs wild. Remember, management isn't a static role; it's a continuous evolution. Adapt your approach as your team's dynamics shift. With these skills, managers wield the power to orchestrate success, crafting an opus of collaboration and achievement. And if all else fails, get another litter box.