The Gifted Manager's Report Card

Whether you manage people today, or aspire to manage people in the future, understanding the importance of spending time with them is paramount to your success. With employee burnout and turnover costing companies billions of dollars per year, managers must meet with their people, and those meetings should be meaningful. Since the quality of time spent with employees is best graded by employees, consider the following report cards for good and gifted managers. When employees give grades to good managers, most receive Bs and Cs. When employees give grades to gifted managers, most receive straight Fs. Consider the following stories.

Angela, a diligent accounting coordinator, faced an urgent challenge: completing the quarterly financial report in just two weeks. Undeterred, she dove into the task with determination. Long hours became her routine as she meticulously collected data and scrutinized spreadsheets. During a 1:1, Claire, Angela’s manager, asked if there were any obstacles in her way. Feeling safe, Angela revealed that, yes, there was a crucial piece of information she needed from the legal department. Claire obtained the information, enabling Angela to submit an error-free report, ahead of schedule.

What grade would you give Claire for her approach during the 1:1 with Angela? Incorrect, she earned an F, for FREE. By asking Angela if there were any obstacles in her way, Claire moved to free Angela up to do her best work. Here are three questions gifted managers ask during a meaningful conversation to free their employees up.

FREE them up

What do you need help with? This question is a breath of fresh air for an employee. It conveys a servant leadership mindset, and communicates that you’re here to help them, not command them.

What obstacles are in your way? This open-ended question elicits thought. The story above is a good example of how this question can free an employee up and engender trust.

What opportunities can I introduce you to? This question helps an employee see beyond their current role. Looking above current demands and challenges is enlightening. Helping an employee develop their outsight* frees them up for a long successful career.

Bill, a diligent customer service rep, received a call from Sarah, a frustrated customer. Despite the complexity of her issue, Bill worked over the next few days to find a solution. He followed up with Sarah, explained the solution clearly, and even offered preventive tips. Sarah was so pleased that she called Bill’s manager, Dennis, to praise Bill, highlighting his exceptional service. During their check-in, Dennis thanked Bill for the work he did for Sarah and asked for his permission to talk about it at the next company meeting.

What grade would you give Dennis for his approach during the check-in with Bill? Wrong, Dennis earned an F, for FOCUS. By praising Bill for his outstanding work with Sarah, Dennis Focused Bill on what is most important. Here are three ways gifted managers focus their people during a meaningful conversation.

FOCUS them up

Explain how their work connects to department/organizational goals. We all desire to add value, but we don’t always make the connection about how we do so. Don’t assume your people understand how their work, their day-to-day activities, makes the organization better. Connect the dots for them and it will focus them to achieve more.

Praise achievements and/or milestones they are working towards. Setting goals is easier than achieving them. Since we climb a mountain one step at a time, ask your people, or better yet notice for yourself, how they are working towards their goals. Create and celebrate milestones by focusing attention on how they are moving a project forward; celebrate the baby steps. The story above is a good example of delivering praise for doing excellent work.

Ask about their long-term career goals and explore ways to help them achieve them. Don’t miss an opportunity to make a conversation meaningful by focusing them on the future. It’s okay if they don’t know where they want to go. What’s important is that they know you are thinking about them, and that they understand you are focused on their success.

Juan, a financial advisor, faced a dilemma with a new client. Mr. Thompson liked hearing about higher returns, but something felt off to Juan when he was outlining the risks. Despite the potential for greater commissions, Juan used his emotional intelligence (EQ) to convince Mr. Thompson to stick with safer investments, building trust and loyalty. On a quarterly call with his supervisor, Sheila, Juan was asked why Mr. Thompson was not in the higher yield fund. Juan told Sheila the story. They praised him for his high EQ and encouraged him to lean into it.

What grade would you give Sheila for their approach during the quarterly call with Juan? Nope, Sheila earned an F, for FILL. By understanding Juan’s strengths, and encouraging him to use them, Sheila filled Juan up with confidence to be authentic in his work. Here are three ways gifted managers fill their people up during a meaningful conversation.

FILL them up

Notice what they do well and talk to them about it. Keeping track of significant events is a standard operating procedure for gifted managers. Take the time weekly or monthly to jot down things that went well for your employee(s). Talk to them about their significant events, and you will fill them with encouragement.

Take an interest in their personal life. Ask, but certainly don’t press. Apply this advice to your comfort level and, more importantly, theirs. Learn the names of family members and use them. Keep track of milestones and celebrate them. Asking about their daughter’s upcoming first day of school is thoughtful and will undoubtedly model the core values of the company, regardless of what they are.

Discover their strengths and encourage them to use them. Understanding the unique gifts and talents of the people on your team enables you to set them up for success. We grow the most, and our capacity to contribute increases, when we operate in our strengths. The story above is a good example of how to notice and encourage others to play to their strengths.

FREE, FOCUS, and FILL - three Fs to live by when working towards making the much-needed time you spend with your people meaningful. FREE them up to do their best work, FOCUS them up on what is most important, and FILL them up with praise and encouragement. Time and attention are the greatest gifts a manager can give the people they lead. Spending time with your people and paying attention to their needs is the foundation of meaningful relationships. FREE your people up to do their best work by asking them questions about how you can help them. FOCUS your people on what’s most important by connecting their efforts to department and organization goals. FILL your people up by recognizing their achievements.

FREE

What do you need help with?

What obstacles are in your way?

What opportunities can I introduce you to?

FOCUS

Explain how their work connects to department/organizational goals

Praise achievements and/or milestones they are working towards.

Ask about their long-term career goals and explore ways to help them achieve them.

FILL

Notice what they do well and talk to them about it.

Take an interest in their personal life.

Discover their strengths and encourage them to use them.

*Outsight is a concept from “Act Like a Leader, Think like a Leader” by Herminia Ibarra. Where insight comes from within, outsight comes from without. Networking, volunteering, spending time with peers and other departments, are examples of how to build outsight.