By Rachel Peabody, AAEA Association Communications SIG Co-Chair
Managing people is hardly a one size fits all approach. One of the best bosses I ever had once told me – “you’ll notice that I lead each one of you differently – that’s because it’s what you need.” Looking back, not only was Becky a natural born leader, but her people-sensing skills were on-point, and her ability to evaluate strengths, weaknesses, and coaching tactics that would get all of her direct reports to work to their maximum potential was something to watch.
I watched and I learned. I wrote notes and asked questions. And as she was leading me, I was able to more effectively lead the team I had, too. Looking back, I didn’t gain communications skills from her, I learned how to effectively manage people and navigate different personalities. Her work in action showed me that managing teams is sometimes the most time consuming, but most rewarding work you can do when done well.
I no longer work with Becky, but out of all supervisors I’ve had, I’m reminded of her lessons every day.
In short, managing effective teams requires dedicated time devoted to thinking about each person that reports to you.
Here are a few of the tactics I find are critical in effectively managing a happy, healthy and highly functioning team:
Individual approaches to employee goal setting: each employee needs defined yearly goals that reflect not only their daily duties, but goals that reflect opportunities to make that unique individual shine. Provide some guideposts of objectives you would like to see them meet, but let the employee tell you how they want to perform to their maximum level and what skills they want to pick up along the way. I also print all of their individual goal documents and keep them in a folder that is always with me. It’s something I like to revisit often to make sure I’m opening up the right lanes for their success.
Practicing the enneagram at work: The enne-what? Look into the power of integrating the enneagram into your work culture if this is an unfamiliar concept to you. But, for those of you reading this already shouting out your own number, hi, I’m a 3. Understanding your own enneagram number – the good, the bad and the ugly – are the best way to make sure that you are managing your team in a way that suits the strongest attributes of your number. For me? I know that I’m a leader who thrives on deadlines, performance and a quick pace. My team knows this too. On the flip side of that, knowing my employee’s enneagram number helps me make sure that I’m working in the best way with what suits them.
Emphasizing with the team you are not a “one size fits all” kind of leader: On our team, some employees like weekly check-ins and some might require a quick phone call, unscheduled, when something comes up and they want to talk through it. We embrace that we all have a different way we like to be managed and knowing that there’s not just one way of looking at that manager and employee relationship gives us all the freedom we need to operate to our best potential.
Be willing to learn from your employees, too: My team makes me better every day. We embrace a team culture where we all learn from each other, and ideas and suggestions for improvements are always open for discussion. There’s not one person on our team above printing copies, or stuffing trade show bags if that’s what the day requires. We are in it together and we collectively make each other better.
Rachel Peabody is the director of communications for the Illinois Soybean Association.