I often reflect on what makes great managers effective (and not). It’s a topic I face every day.

As someone who takes complex things and makes them easy so people can take action and get stuff done, I wanted to boil things down so that new and aspiring managers, people who are afraid to become managers, and people who are struggling to become better managers could take action.

Here’s what I came up with – let me know what you think.

The Three P’s

In my mind, there are three, equally-important aspects of the art, science and magic that is effective management: People, Process, and Perception. 

Let’s look at these in more detail.

People

This lens is self-evident: how do you find, integrate, motivate, and grow the people on your team? How do you help a team work well together, and respond to conflict when it arises? How do you keep the people you manage from eating you alive?

Process

How do you bring work into your team and move it effectively through the stages and internal hand-offs? How do you deliver it effectively so that the recipient has what they need and can take action right away?

Perception

How do you make sure your team’s goals are aligned with organizational objectives? What’s the most effective way to help stakeholders in your team’s work recognize the team’s accomplishments? What’s a good balance of quantitative and qualitative data in a report? How do you build mutually-beneficial relationships with colleagues in other departments?

Which “P” is the Hardest?

As I spoke with managers and coaches last year, I noticed a pattern in what I heard:

🗨 “I could never be a manager – I hate chasing after people to get them to do things.”

🗨 “When I was a manager, my team drove me crazy – I’d never be a manager again.”

🗨 “I know we need to look at our processes – I’m just not sure how to get started.”

🗨 “Why does it take my team so much time to get things done? It’s simple – just get it done.”

🗨 “How do I get everyone rallied around my important priority and put it into action?”

🗨 “We just can’t seem to get this balloon off the ground.”

🗨 “My team could do much more – how do I get people to let us show what we could do?”

🗨 “Perception: that’s the number one thing I see clients I’m coaching struggle with.”

So which “P” is the hardest?

It depends on the manager.

Some people excel at internal networking, building relationships with colleagues and senior leaders – but struggle with driving for results.

Some are process champs but people hate working for them.

Some managers lead teams that love working for them – because they’re complete push-overs and don’t hold people accountable, so processes fall apart, and they’re unable to deliver quick wins to their peers.

Your Turn…

Would love to hear your thoughts this topic:

• Which of the “P”s did you find hardest as a new manager? 
• What do you see colleagues or clients struggling with?
• How do you look at management?

Share in the comments!