Have you ever stopped to consider just how fundamental the role of management is in business? As one of the most frequently occurring roles in many organisations, it surely has to be one of the most critical.

The (nearly always unwritten) expectations of a manager require them to demonstrate a vast and dazzling array of capabilities and skills. It is not uncommon to expect them to act as coaches, mentors, trainers, recruiters, facilitators, counsellors and leaders. In other words, they need to become all round super beings! For other lesser mortals, some of these roles are whole careers in themselves!

Imagine though the impact of filling this most pivotal of positions with individuals who demonstrate excellence and not mediocrity. A great fit for the role, a great fit for your business, are highly trained and motivated and do what great managers do – bring the best out of others. It becomes difficult to see how you could possibly fail!

The reality though, is often very different. It is not uncommon for the role of a manager to be one of the least valued and considered roles in an organisation, leading to poor quality decision making that demotivates staff and contributes to poor results. Ultimately managers that are at best mediocre.

These decisions are not always made consciously and happen for a number of reasons. Here are three of the most common in my experience:

1. Managing is viewed as a bolt-on to the other duties the person performs. Therefore, is seen as being less important than those initial duties.
2. We take our best individual contributors and promote them to be managers, a role which is, in every way, completely different. We then expect them to succeed in this role with next to no help or support. As a result, we often lose a great individual contributor, replacing them with a poor manager.
3. Great individual contributors often see becoming a manager as there only way to get promoted and get on.

This results in little time and effort being invested in understanding what’s involved and what support managers really need. No wonder the standout ones are in short supply!

The solution

Firstly, gain clarity on what your expectations of (excellent) managers are, what is it you need them to do? What are the most important aspects of their role? How does this fit into the purpose, values and strategies of your organisation? Remember, the job is about bringing the best out of others, not being the best individual that can do x,y or z.

Then it’s time to be specific, define the critical behaviours you would expect to see and hear, that would deliver on those expectations?

Gain clarity on the knowledge, skills and attitudes required to do the job – in other words what would they need to have, to be able to behave in the way you need them to? This may be different at different levels of management.

Remember knowledge and skills can be taught and learned – capability and attitude come from the person.

Once clear on the above, two things need to happen. One, is to recruit specifically for a manager, whenever a management position becomes available. The second is to ensure you are clear on your expectations with existing managers and invest time and energy in helping them to be able to meet your expectations. Anything else is setting them up to fail.

Is promoting your best individual contributor within a team, to be the manager of the team, really your best option?

It is certainly a very common option and of course one that can work – although often more by luck than judgement!

More often though, this ends in a painful lose-lose scenario for all.

A loss for the person, as they stop doing the job they love and are brilliant at doing. Instead, attempt to deliver in a role that they are unprepared for, may not enjoy and often receive little help or support with.

A loss for the business, as they lose their best individual contributor, often acquire a mediocre manager and at worst an individual who is disillusioned or leaves. (Worst of all you may have to remove them from a position that you put them in).

A loss for the team as they often get someone wholly unsuitable to manage them. This can lead to a further loss to the business as good people leave due to poor managers.

So why is this such a common occurrence?

By far and away the biggest reason is, because of a failure to acknowledge that managing is a completely different job to being an individual contributor. It requires a completely different set of attitudes, capabilities, skills and behaviours. Managing is a full-time job and as such, should be a position that is always recruited for, based on an individual’s capability to get the best out of others.

Often, the only reason that the individual pursues a career as a manager in the first place, is because it was the only option, they could see for getting on and earning more income.

A similar issue occurs when the role of a manager is bolted on to someone’s pre-existing role, to justify giving them a pay rise.

Creating a win-win scenario

Imagine a business where each and every manager demonstrates a desire and passion to lead their team,  an understanding of how to approach their people and possesses the skills to consistently bring the best out of each and every individual in their team. Imagine the impact on productivity. This becomes a win for the individual, a win for the business and a win for the team being managed.

So how do we get there?

Firstly, be clear on exactly what it is you are looking for in your managers, define it and then recruit for it. Be passionate about finding those that are passionate about getting the best from others.

Secondly, if an individual’s contribution is consistently outstanding and they are constantly adding value to your business, why not pay them more for doing this, rather than moving them to a different role where they may add little value? Remember, it will cost you more, in so many ways, to replace great staff.

As with any other role you recruit for – seek out the outstanding candidates, not accepting those who provide an easy short-term fix.