by Marty Adkns

Created on: January 21, 2009

Whenever I am asked for advice on how to manage people, my singular first advice is to change that way of thinking. It is not uncommon to be asked this. It is simply the wrong question.

The simple reason that this is the wrong question is that one manages things one does not manage people. People require leadership rather than management. It would be considerably easier if people could in fact be managed in the way one manages the paper clip supply or the number of seats at the next meeting, it just isn't so.

People require much more effort because they will be required to make decisions. As a manager, the decision we want them to make is the one in line with our business requirements. We want the decisions that reflect I will be at work on time everyday and work to the best of my ability. We want the decision that says I will adapt to change easily and be happy with my work.

All of those things are possible to achieve but not by managing people. Leading people on the other hand works to get employees to buy in to company goals and objectives. A leader does this by ensuring subordinates are fully aware that doing the right thing for the company gets the right thing for them.

Leaders also walk the walk and demonstrate everyday their own commitment to the company objectives they preach. Leading by example is absolutely vital to getting maximum performance out of each employee.

Leaders also get to know the people they lead. They do this by talking to them every day and making them feel a part of the organization which in fact they are. Someone who is a part of the organization may be lead but is never managed. Belonging to an organization creates considerably more employee buy in than feeling managed.

For problem employees leadership is infinitely more valuable than management. Often, the conversation can turn to managing out a difficult employee. This kind of thinking is pervasive and is often runs right against retention goals. Even in a slow economy, keeping trained and experienced employees whenever possible is still important to the bottom line.

The leader, rather than manage someone out, works to find a way to create a solution that benefits both the company and the employee. It may be something that can be remedied with relative ease. It may require simple coaching and counseling. The leader finds out what the problem is before deciding the remedy.

In my experience people issues can be quite a challenge. I have also found though, that the most rewarding things are quite often the most difficult. With this in mind I keep a simple rule. I manage things but lead people.

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