What in your experience makes a good mansger

[Lavender14]

Starting a new role soon which will be a step up and I'll be line managing a number of my colleagues. I'm really keen to do a good job and to support and get the best from them while balancing what's best for the organisation which is community work based.

Hoping people will share their positive experiences of being managed - what things did your manager do that was supportive/ helpful/encouraging to you? Was there a particular approach your manager had that you thought was really good for you/ your team? Particularly if there was a supervision/coaching and mentoring element as that will be a big part of my role.

Thanks so much!

Don't let staff with children take the piss. Most won't but there will always be a few who will. There are few things more annoying to the rest of the staff than management bending the rules to suit some people and not others. Annual leave and days off should be promptly authorised and allocated reasonably and fairly.

Listen to staff grumbles. If, for instance, someone is forever moaning that they are sitting in a freezing draught because the air conditioning is pointing directly at their desk, take their complaint seriously. Arrange for them to switch desks with the person who is always hot and wants the air conditioning on full blast.

Don't have personal friendships with people you manage, or if you already have those friendships, be prepared to dial them down.

Learn about situational leadership.

Familiarise yourself with their job descriptions - so you know in black and white what they are supposed to be doing.
I find that the best approach is firm but fair.

Never decide on something there and then, consider it then go back.
People with kids given an inch will take 10 miles. And really piss their colleagues off - this is probably the hardest thing to manage.

Remember you are no longer a colleague, your job is to manage how they are performing theirs. You won't always be liked, but you should always be respected.

Haven't read the other posts, but here is my list:

Clarity about expectations and objectives.
Honest and constructive feedback.
Fairness and consistency.
Flexibility.
Being genuinely appreciative of good work.
Approachability and willingness to listen.
Trusting staff and giving them some autonomy over how to do their job.
Dealing with poor performance effectively.
Caring about staff wellbeing and offering support when required.
Realistic about what can be achieved in the time available.
Respectful of diversity and understanding of individual differences.
Good at playing to people's strengths.
Reasonable when things go wrong.

My first ever Manager said to me when I was first promoted to remember that most staff are fickle You can do 10 things for them and they think you are the best boss ever then when you make one decision they don't like you are the worst boss ever.
Truest thing I've ever had said to me about being a Manager.
Always be on your guard for those ones that flatter you when it's all going their way. They will throw you under the bus the minute you make difficult decisions.

Ha! Yes. Agree with this.

As a boss it's pretty fucking demanding trying to be both.
Perhaps employees could think about the fact that their bosses are people, just like you. Trying their best to please everyone....

I have an amazing boss. Never has he uttered the words..."your behaviour has contravened xxx policy..." because he's not a bloody robot!

Honestly what planet are you on?!

Yep

Expect to find huge swathes of your week will just disappear on random stuff that you had no idea existed on Monday. Don't be surprised when your to do list on Friday is untouched.

This!!!

Yeah, this is very true!

This. Being ‘nice’ is easy and difficult conversations are hard but if someone is either taking the piss or underperforming you’re not being fair to the team if you don’t address it. Also, genuinely wanting people to progress (if they want to, some don’t ) and supporting them in their career aspirations - don’t be the manager who blocks promotion as it leaves his team ‘short’ (and cba to recruit).
set clear expectations but check in on individual 121 that people really understand what they need to do to achieve them.

read lancioni ‘the advantage’. Really gave me some very practical tips on building a high performing team.

also, when managing a team, ultimately if something goes tits up it’s your accountability. Deal with it privately but stand in front of the team as a leader and own team delivery or issue. Although, conversely, always make sure you credit the people who actually do the work. Shout outs in team meetings. I always start 121 with ‘tell me 3 wins you had this week’ before I go into ‘this could have gone better’

100%

Stay professional and don't start to get over friendly and socialise with your staff (other than formal works events).

Treat everyone fairly.

Have regular "team" meetings (in person or online), even if the staff don't necessarily work together in a team. It builds team spirit, builds working relationships and keeps everyone in the loop (no favourites if everyone knows works "news" at the same time).

Never "gossip" to any of your staff, neither about work, colleagues or anything else really. Keep it professional.

Don't have favourites.
Make sure everyone is treated the same and fairly.
Respond to leave requests promptly.
Praise where it's due.
Don't micromanage, trust your team to do their job.
Deal with underperforming promptly or it will undermine your credibility with the rest of your team.

Be very clear in what you expect and lead by example.

Be pragmatic when you need to.

The best bosses I've had are people who, when you imagine that you are in a crisis such as being stranded on an island after a plane crash, would take charge in a calm manner, be efficient and caring and that you'd happily follow.

I think being able to respect and connect with them is important. Knowing that they'd have your back. I don't mean that they'd take the blame for your mistakes, just that they'd support you in resolving things.

@Teenagequeenwithaloadedgun has said pretty much what I would say.

Don't be their friend, but be friendly.
Do not follow them, or be followed by them, on social media.
Have their back.
Firm, fair, transparent.
Remember that different people need different support - some people prefer arms reach management, some need catch ups several times a week.
Respect people's home lives; understand that children are ill, boilers need servicing, cars break down, parents meetings happen etc.
Buy the first round, even if it costs a fortune!

Set boundaries. You can be friendly but you’re not their friend. I don’t let any of my staff have my personal contact number so I’m not being plagued with issues when I’m on leave.

Agree with previous posts the best managers I have had have trusted me to do the job and not micromanaged me, but been readily available and approachable if I needed help or advice.

Learn to delegate appropriately. It’s easy to fall into thinking it’s easier to just do things yourself but remember you have management responsibilities that your team members can’t do, so you need to prioritise these. But at the same time I would never ask my staff to do something I wouldn’t do myself. And I wouldn’t see them struggling with a heavy workload while I sit in the office. I like to be a visible presence and be available to help ease their workload when necessary.

Also agree your approach may need to be different with different personality types. And that takes time getting to know what individual staff are like.

Be flexible and be understanding of people’s personal circumstances outside of work. But at the same time be clear that you are trying to run an effective service, and if their absences/ flexible working is negatively impacting on the team and service provision, that needs to be addressed and dealt with promptly.

Before retiring I had been running huge business teams for about 30 years. My advice. Be nice.

Being able to spell is a good start.

Oh yes, also document everything. Every conversation, phone call with your staff. Then you have supporting evidence if there is ever a disciplinary issue or grievance raised.

Also acknowledge people’s strengths and praise them for things they have done well.

Remember that you can't please everyone all the time - don't try to, maintain your integrity. Give praise when it's due, but always encourage improvement. Don't take criticism personally. You're not there to be liked.