Leaders/Managers who "care" about staff
Discussion
Just doing some reading on Crisis Leadership theories and what makes good "Leaders". One of the factors is the relationship that Leaders build with staff by demonstrating they "care" about them.
Given that PH has many people who operate in Senior Leadership roles I wondered how you showed you "care" (other than by paying them well). I'm curious mainly because I'm fairly sure it's not something I do well.
Alternatively, if you've had a great Manager, what was it about him that made him "Great" ?
ETA: Actual real-world examples (rather than just quoting management theories using Google) would be good
ETA2 : How do you inspire "loyalty"?
Given that PH has many people who operate in Senior Leadership roles I wondered how you showed you "care" (other than by paying them well). I'm curious mainly because I'm fairly sure it's not something I do well.
Alternatively, if you've had a great Manager, what was it about him that made him "Great" ?
ETA: Actual real-world examples (rather than just quoting management theories using Google) would be good
ETA2 : How do you inspire "loyalty"?
Edited by Countdown on Saturday 17th August 19:09
IMHO it would involve getting to know the staff (obviously depends on the size of the organisation) but managers who know the names of people when they meet them, ask a question relating to their lives (how is wife/kids, what about team they support etc) seem to be better regarded than those who wander past everyone and just talk to the manager of wherever they are visiting.
Other things like looking after staff with illnesses, sick relatives, deaths in the family etc go down well too. Saying thank you is appreciated by most people, if there is a bonus then even more so.
Other things like looking after staff with illnesses, sick relatives, deaths in the family etc go down well too. Saying thank you is appreciated by most people, if there is a bonus then even more so.
greygoose said:
IMHO it would involve getting to know the staff (obviously depends on the size of the organisation) but managers who know the names of people when they meet them, ask a question relating to their lives (how is wife/kids, what about team they support etc) seem to be better regarded than those who wander past everyone and just talk to the manager of wherever they are visiting.
Other things like looking after staff with illnesses, sick relatives, deaths in the family etc go down well too. Saying thank you is appreciated by most people, if there is a bonus then even more so.
Fair points - When you put it like that it sounds so obvious Other things like looking after staff with illnesses, sick relatives, deaths in the family etc go down well too. Saying thank you is appreciated by most people, if there is a bonus then even more so.
My previous manager was fantastic.
We had worked together for four years and he headhunted and ensured I moved to his team at that point. It's a great start if you're new manager makes it clear they really want you in they're team.
He trusted everyone as well. He'd done a brilliant job building relationships and working hard in the same company for twenty years. When his time came he could surround himself with people he knew he could rely on to do a good job. This meant he could have a reasonably relaxed management style.
He knew what was important as well. He'd give us work to do but say, don't worry to much about timing, or quality sometimes! You knew if he asked you to do something quickly he actually needed it urgently.
He also did a great job at shielding us from crap coming down from his management. Sometimes it's just passed on, but he would deal with it and let us get in with what we were good at.
Shame I've had to move on to a new role, but all good things come to an end I guess!
We had worked together for four years and he headhunted and ensured I moved to his team at that point. It's a great start if you're new manager makes it clear they really want you in they're team.
He trusted everyone as well. He'd done a brilliant job building relationships and working hard in the same company for twenty years. When his time came he could surround himself with people he knew he could rely on to do a good job. This meant he could have a reasonably relaxed management style.
He knew what was important as well. He'd give us work to do but say, don't worry to much about timing, or quality sometimes! You knew if he asked you to do something quickly he actually needed it urgently.
He also did a great job at shielding us from crap coming down from his management. Sometimes it's just passed on, but he would deal with it and let us get in with what we were good at.
Shame I've had to move on to a new role, but all good things come to an end I guess!
My immediate boss is great, he is fair and understanding but a bit to much of a company man.
The company... However, have increased the directors salary fourfold in the last 4 years, yet the longstanding employees have had significantly below wage inflation pay rises (despite record profits...) for the last 4 years. And they are genuinely struggling to understand why people are leaving!
The company... However, have increased the directors salary fourfold in the last 4 years, yet the longstanding employees have had significantly below wage inflation pay rises (despite record profits...) for the last 4 years. And they are genuinely struggling to understand why people are leaving!
Care about the person not the job. If you know what makes people tick then you can help people to help themselves. Find out about their family, their world, their outlook. Be honest, a bit vulnerable yourself and have humility. You can't fake caring, people smell it a mile off - so you have to be genuine about your intents. Keep confidences, but keep people safe first and foremost. People are both the challenge and the solution, sometimes they don't know they are both.
Chris Hinds said:
Care about the person not the job. If you know what makes people tick then you can help people to help themselves. Find out about their family, their world, their outlook. Be honest, a bit vulnerable yourself and have humility. You can't fake caring, people smell it a mile off - so you have to be genuine about your intents. Keep confidences, but keep people safe first and foremost. People are both the challenge and the solution, sometimes they don't know they are both.
Is that a David Brent quote?Countdown said:
Just doing some reading on Crisis Leadership theories and what makes good "Leaders". One of the factors is the relationship that Leaders build with staff by demonstrating they "care" about them.
Given that PH has many people who operate in Senior Leadership roles I wondered how you showed you "care" (other than by paying them well). I'm curious mainly because I'm fairly sure it's not something I do well.
Alternatively, if you've had a great Manager, what was it about him that made him "Great" ?
ETA: Actual real-world examples (rather than just quoting management theories using Google) would be good
ETA2 : How do you inspire "loyalty"?
It’s a good question and a great point for a productive discussion around a very complex agenda.Given that PH has many people who operate in Senior Leadership roles I wondered how you showed you "care" (other than by paying them well). I'm curious mainly because I'm fairly sure it's not something I do well.
Alternatively, if you've had a great Manager, what was it about him that made him "Great" ?
ETA: Actual real-world examples (rather than just quoting management theories using Google) would be good
ETA2 : How do you inspire "loyalty"?
Edited by Countdown on Saturday 17th August 19:09
Whilst the tenets of great leadership apply across any organisation and scale, knowing the context and challenges you’re facing, either up or down, may allow some targeted advice and real world examples.
The ‘loyality’ query is a little simpler; be loyal to your staff. Whilst this won’t garner 100% loyalty from your staff to you or the cause, but only by being loyal can you get any level of loyalty in return.
I acknowledge however that even within this question, there is some ambiguity, as our definition of loyal and ‘want’ from loyal staff could be different.
I've had one manager who cared about their staff. She would do anything she could to help you, and in return you would do as much as you could to help them.
Others couldn't care less. One wouldn't let me finish 15 minutes earlier to go and see my brother in hospital before visiting time was over.
Others couldn't care less. One wouldn't let me finish 15 minutes earlier to go and see my brother in hospital before visiting time was over.
I don’t really know, as I’ve only just taken on a team, and it’s the most challenging thing I’ve done in my career to date, but making time to discuss issues outside of the regular project meetings is something I’ve always appreciated, so will be carrying forwards with regular one-to-ones.
I also like to try and be flexible about time - either giving people TOIL, allowing home working, variable start and finish times. There’s a balance here, some people will inevitably take advantage, but I hope it shows understanding that there is life outside work.
As much as possible, try and support what each team member wants to do. Obviously this is business / project / skill level dependant, but generally I’ve found people want to do interesting work and be supported with training.
Be open and honest, don’t BS. If someone can’t have something / do something / has done something sub-optimal(!), have the conversation early and explain clearly. Not necessarily showing “caring”, but I think showing respect through openness and honesty is important.
All of this is much easier to say than do...
I also like to try and be flexible about time - either giving people TOIL, allowing home working, variable start and finish times. There’s a balance here, some people will inevitably take advantage, but I hope it shows understanding that there is life outside work.
As much as possible, try and support what each team member wants to do. Obviously this is business / project / skill level dependant, but generally I’ve found people want to do interesting work and be supported with training.
Be open and honest, don’t BS. If someone can’t have something / do something / has done something sub-optimal(!), have the conversation early and explain clearly. Not necessarily showing “caring”, but I think showing respect through openness and honesty is important.
All of this is much easier to say than do...
SimpleSimonSays said:
I don’t really know, as I’ve only just taken on a team, and it’s the most challenging thing I’ve done in my career to date, but making time to discuss issues outside of the regular project meetings is something I’ve always appreciated, so will be carrying forwards with regular one-to-ones.
I also like to try and be flexible about time - either giving people TOIL, allowing home working, variable start and finish times. There’s a balance here, some people will inevitably take advantage, but I hope it shows understanding that there is life outside work.
As much as possible, try and support what each team member wants to do. Obviously this is business / project / skill level dependant, but generally I’ve found people want to do interesting work and be supported with training.
Be open and honest, don’t BS. If someone can’t have something / do something / has done something sub-optimal(!), have the conversation early and explain clearly. Not necessarily showing “caring”, but I think showing respect through openness and honesty is important.
All of this is much easier to say than do...
A lot of that chimes with me tbh.I also like to try and be flexible about time - either giving people TOIL, allowing home working, variable start and finish times. There’s a balance here, some people will inevitably take advantage, but I hope it shows understanding that there is life outside work.
As much as possible, try and support what each team member wants to do. Obviously this is business / project / skill level dependant, but generally I’ve found people want to do interesting work and be supported with training.
Be open and honest, don’t BS. If someone can’t have something / do something / has done something sub-optimal(!), have the conversation early and explain clearly. Not necessarily showing “caring”, but I think showing respect through openness and honesty is important.
All of this is much easier to say than do...
I've been a manager for over 20 years and the "people" aspect is what I've always found most difficult, especially going into an existing team that's been together for 5 years +.
LosingGrip said:
I've had one manager who cared about their staff. She would do anything she could to help you, and in return you would do as much as you could to help them.
Others couldn't care less. One wouldn't let me finish 15 minutes earlier to go and see my brother in hospital before visiting time was over.
Re the bit in bold my current boss is like that. She's Group Director of Resources (so covers HR, IT, Estates, as well as Finance) and her ability to manage a diverse range of men (who are all older than her and who display various combinations of alpha-male and autistic characteristics) is really impressive. She never takes anything personally, accepts that mistakes get made gives out loads of credit in public. At the same time she's quite firm/clear in what she expects. She also trusts her team implicitly. I could quite literally not turn up to the office all week and she wouldn't be worried. Others couldn't care less. One wouldn't let me finish 15 minutes earlier to go and see my brother in hospital before visiting time was over.
rog007 said:
The ‘loyality’ query is a little simpler; be loyal to your staff. Whilst this won’t garner 100% loyalty from your staff to you or the cause, but only by being loyal can you get any level of loyalty in return.
It can be a problem being loyal to staff when their attitude to work is different to yours. I have one person in my team who thinks the organisation should 100% comply with the rules whereas i have said "we're a support service and we need to show flexibility". As a result of this he gets a lot of negative feedback, on the other hand he's only "following orders"/complying with Policy.The other issue that impacts "loyalty" is how promotions/pay rises/bonuses are allocated. You try to be consistent but people take it very personally.
fesuvious said:
First thing in the morning I ensure I look at each staff members face, just for maybe half a second to a second.
Open minded. Just to see where they're at, before I say anything individually to anyone.
When I walk in I always say Good Morning, and insist on it being returned. We start the day with manners.
If the face check reveals nothing then crack on, but if anyone looks like something is up, they'll be asked within 20minutes, in private.
That's one thing / way
"oh yep our boss is really creepy, he stares at you every morning, and insists we say good morning, it's a great job, but he's just weird"Open minded. Just to see where they're at, before I say anything individually to anyone.
When I walk in I always say Good Morning, and insist on it being returned. We start the day with manners.
If the face check reveals nothing then crack on, but if anyone looks like something is up, they'll be asked within 20minutes, in private.
That's one thing / way
Don't pretend to care. People aren't stupid, they will know.
Be honest, no BS, no management speak. Give people straight answers. Most people IME would prefer a honest and definite 'no' rather than a waffly 'maybe'. If the answer is no, then give reasons. Again, no BS. Be prepared and able to justify your decisions and admit when you are wrong.
Loyalty works both ways. You can't expect your guys to be loyal to you if you are not willing to go to bat for them when the time comes. Sometimes that means you need to stand up to the next level of management above you (if there is one). Loyalty is not unfaltering obedience. Sometimes loyalty is speaking up to prevent a bad decision. Make sure people feel they can do this.
Be honest, no BS, no management speak. Give people straight answers. Most people IME would prefer a honest and definite 'no' rather than a waffly 'maybe'. If the answer is no, then give reasons. Again, no BS. Be prepared and able to justify your decisions and admit when you are wrong.
Loyalty works both ways. You can't expect your guys to be loyal to you if you are not willing to go to bat for them when the time comes. Sometimes that means you need to stand up to the next level of management above you (if there is one). Loyalty is not unfaltering obedience. Sometimes loyalty is speaking up to prevent a bad decision. Make sure people feel they can do this.
Treat them with respect and recognise that they play an important part in your business.
Vast, vast majority of staff want the business to succeed and will go that extra mile to make that happen if they’re treated right. Simple things - recognise good performance, create a good atmosphere, don’t let one bad egg bring every one down, be flexible and generous (within reason) when staff have a serious personal problem, free tea and biccies, daft competitions.
You want to make your staff WANT to come into work, try and create an atmosphere where that can happen.
Used to employ staff. Easiest win for me was when I had taken over a new branch I inherited a very established team. One of them was on long term sick (totally genuine) and wouldn’t be back for some time. Held a review with her with and brought in the one lady as witness/ note-taker who I knew wouldn’t keep her mouth shut afterwards. Sick employee was close to exhausting company sick pay and was extremely worried about paying her bills and might have to come back early even though she was evidently not fit for work.
“Nonsense! You’ve been with the company for XX years and are an asset, it’s now time for the company to look after you. You’ll be paid until you’re better and you’re not to come back a minute earlier than that.”
Word got round and they couldn’t do enough for me and turned into the most loyal workforce a boss could ask for. Yes, it cost a few quid in wages but the trade-off was worth many, many multiples of that.
Vast, vast majority of staff want the business to succeed and will go that extra mile to make that happen if they’re treated right. Simple things - recognise good performance, create a good atmosphere, don’t let one bad egg bring every one down, be flexible and generous (within reason) when staff have a serious personal problem, free tea and biccies, daft competitions.
You want to make your staff WANT to come into work, try and create an atmosphere where that can happen.
Used to employ staff. Easiest win for me was when I had taken over a new branch I inherited a very established team. One of them was on long term sick (totally genuine) and wouldn’t be back for some time. Held a review with her with and brought in the one lady as witness/ note-taker who I knew wouldn’t keep her mouth shut afterwards. Sick employee was close to exhausting company sick pay and was extremely worried about paying her bills and might have to come back early even though she was evidently not fit for work.
“Nonsense! You’ve been with the company for XX years and are an asset, it’s now time for the company to look after you. You’ll be paid until you’re better and you’re not to come back a minute earlier than that.”
Word got round and they couldn’t do enough for me and turned into the most loyal workforce a boss could ask for. Yes, it cost a few quid in wages but the trade-off was worth many, many multiples of that.
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