Great Managers See Traits, Not Skills
An HR staffer at a non-profit was struggling and acting out: bad for her, painful for everybody. But the executive director played a hunch and radically repositioned her as IT lead–where she transformed and flourished.
A great boss actively searches for hidden potential and passion in each employee.
The Big Deal
A great manager has faith in two things: First, that fueling each employee’s passion gives them the energy to seek out new knowledge and skills. And second, that a company full of these employees blows the doors off their goals.
- The #1 reason people quit is their boss; the #1 reason people stay is their boss.
- Good managers put other people first; bad managers put themselves first.
But many people either don’t know what their passion is or they think too little of themselves to even look. How can a great manager help an employee find their perfect path?
3 Good Questions
Well of course the first step is to ask them—and keep asking them. The Workgroup recommends the basic questions in this order:
- What don’t you like to do?
- What’s challenging you?
- What do you want?
That last question is so simple, but some people hold back because they don’t want to seem like they don’t like their current job, or they just don’t know. The good manager, like a good parent, patiently keeps asking in different forms and settings.
As in any relationship, honest answers depend on rapport and trust. While trust takes time, it’s what helps employees step into their Discomfort Zone.
5 Traits of Promising Potential
Not every employee should be trying to advance every year. Organizations need people happy doing the same job well. But organizations, if they want to grow, need employees who want to grow. It’s the manager’s top job to help make that happen.
Mentoring is easier when an employee has natural ambition and actively seeks support and opportunities. There are certain traits managers love to find:
- Courage to try, to take risks, and to fail
- Curiosity
- A little sass
- The suitable smarts
In the end, it’s not skills, but traits that managers seek. With the right motivation, manager, and opportunities, the skills can be found. The manager as mentor teaches from mistakes as much as successes.
Tom had a purchasing clerk who always sold herself short. Tom promoted her to Purchasing Agent and, though she was fearful at first, she shone. Great for her, great for Tom, and great for the business.
Who Taught the Managers?
Bob remembers a Milwaukee nun and teacher, Sister Lois, who said, “We’re interested in results and how you get them.” Tom had an Army Staff Sergeant who “showed me the way.” Sarah had a boss who made a point of kicking open doors for other women.
The flywheel of an organization’s success depends on great mentors working with enthusiastic employees, some of who will, in their turn, be mentors themselves.
