HOW TO MANAGE MANAGERS...

If you're a business founder or head of a department, you’re not just managing entry to mid-level employees - you’re managing managers.

You may be extremely experienced in leading teams, but managing managers is a different ballgame.

Why? Because not only do you have to track their progress as you would with any team member, but you’re responsible for their managing capabilities. This includes how they treat people, how they motivate their team, what their core values are, how they track performance, and what culture they create amongst their teams.

Essentially, you need to be their mentor. To be their mentor, you have to be a good, authentic role model while maintaining a level of authority. But finding this balance is hard for anyone who manages managers, so here are some tips to help you navigate this.

CONDUCT TRAINING

Leadership training is crucial.

It’s just as important - if not more so - than general training because it sets the tone for the entire team. Leadership can make or break a team. Without solid leadership, everything else becomes more vulnerable to breakdown.

There's a common misconception that if an employee is promoted to a managing position, they don't need support to succeed. Maybe they've shown natural leadership skills and are always organised, but this doesn't mean they can be left to their own devices to manage.

So make sure your managers are well-equipped to handle conflict, motivate their teams, and track performance .

BUILD AN AUTHENTIC RELATIONSHIP

In the same way, you want to build trust with employees, you also need to build trust and genuine relationships with the managers under you.

This may be a challenge because you’re both at senior levels, and there’s often less desire to be managed from their perspective and potentially more hesitation to manage from your perspective.

But the most simple and best way to make this relationship work is by being authentic . Break down barriers and come to a common ground become more approachable . The reality is, that both of you want the same result: a successful, high-performing team. Show them that you’re on their side and that you’re there to support them, not just oversee them.

GIVE AUTONOMY AND SPACE

While your goal is to manage them and ensure they’re running their team effectively, you also need to give them the space to excel.

First, you don’t need to manage them the same way you would an entry-level employee who needs constant direction or mentoring. While your intention may be pure, it could come across as condescending, almost as if you’re micromanaging them because you don’t trust their ability to do a good job.

This is a bad feeling for any employee, but especially for someone who has worked their way up to a management position. Put simply, managers expect less oversight because they are in charge.

Approach managing managers with mentorship in mind, not management. Management can feel stuffy and demeaning. Mentorship gives inspiration, accountability, and support.

Not to mention, managers need space because they are managing uniquely different teams. Yes, you may know the business inside and out. Yes, you have years of experience in this field. But that doesn’t take away from the fact that the manager of a team should have the autonomy to manage that particular team. They understand the challenges and can support the team in a timely and relevant manner.

Trust that they’re capable.

GIVE CLEAR EXPECTATIONS

If you want to be someone who can give trusted autonomy, you must set clear expectations.

These expectations can cover a range of areas including performance and people management. Clear expectations are crucial for creating healthy guidelines without being too overbearing.

Set these expectations in a way that’s respectful to their position but also authoritative. Outline what success looks like and what is non-negotiable. Be clear, be direct, and ensure they understand what’s expected of them.

This clarity will help them lead their teams more effectively and align with the company’s goals.

BE A ROLE MODEL

One of the biggest reasons people don’t respect or listen to their managers is because they don’t want to be like them. This is particularly relevant when a manager is reporting to someone higher up.

If you’re the type of manager people don’t aspire to be like, don’t expect people to listen to your instruction or guidance. A manager who treats their employees poorly, lacks work ethic and doesn't create a collaborative environment will be unlikely to have any influence on the managers beneath them.

And some of the worst traits? When managers act like know-it-alls and rarely see the value their employees offer.

Having a "do what I say, not what I do" attitude may work short-term for more junior employees, but managers will see right through it. Especially if the manager is ambitious and desires to lead a team to success, they won’t want anyone getting in the way of that.

To avoid this tension, be intentional to be a true role model and reflect that clearly to the managers you’re leading. Show them that you practice what you preach and that you are someone they can look up to for ethical practice and inspiration.

- Written by Oliver Howson