Issue #1: Engagement, People Managers and some other Scary Things

Issue #1: Engagement, People Managers and some other Scary Things

Section I

In this inaugural issue of The Monday Playbook, I would like to start with a big topic that is close to heart.

(Section I today shall only hold 1x big topic instead of 2 opinion pieces)


Tag: People Management, Promotions

Individual Contributors, People Managers and the spaces in-between

When it comes to promoting employees into new people management positions, does your top contributor come to mind?

Why?

What are the skills that have gotten them their stellar performance? Are those indicative of how they would rock as a People Manager?

Renowned psychologist, Laurence Johnson Peter, coined in his book “The Peter Principle” the concept that

People in a hierarchy tend to rise to their level of incompetence.

Simply put, they get promoted based on success in their previous job, up to a point where the next level is one they are no longer competent in.


For most People Managers, that is likely the case.


After all, which first-time manager would have pre-requisite, relevant experience in People Management?

The challenge comes, because:

If you promote the wrong person,

  1. You potentially lose a bunch of people under them.
  2. You unintentionally endorse a potentially toxic work culture.


If past performance isn’t good measure, how can we identify a good People Manager candidate?


Here’s what I propose - a set of behaviors and skills that make good indicators for People Management abilities


Good indicators for People Management skills

\ Not the loudest in the room, but the most influential

Who does everyone aspire to be friends with? Who often gets the most affirmations in the room? A good people manager exhibits soft influence on the people around them.


\ Not the most liked by the bosses, but the most liked by their peers

As bosses, we often observe from above the pond, and tend to take note of the ones who sticks their heads out the most.

What we do not have a proper sense of are the undercurrents beneath. Feedback from their peers can help uncover these sentiments.

At the end of the day, your newly promoted People manager can only be effective if they are liked by the people they lead.


\ Not the one who delivers under pressure, but the one who can maintain their calm

A good people manager candidate doesn’t rush to proclaim “challenge accepted”. They are thoughtful in their approach, ask important questions and seek clarifications.

What is the intent? How “urgent” is urgent? What are the steps to get there?

Big picture orientation is not as common a trait as we like to think it is.


\ Not the one who does the most work, but the one who gets the most out of collaborations

In team projects, keep your eye on the one working out who does what. Often, the spotlight is on the one delivering the most impactful piece, the most critical work.

A good people manager candidate will know how to play to the strengths of the team, so that the best people can deliver the part they perform best at.


\ Not the nicest, but the most appreciative

We have a tendency to be drawn to people-pleasers, because they make us feel good about ourselves. The problem with managers who are people-pleasers, is that it is hard to get things done.

As a people manager, there will be times where we have to make tough decisions, and “favor” one member over another. (eg. scheduling a member to be on shift during holidays)

That, unfortunately, is a battle that cannot be won.

Instead, employees follow those who can show genuine appreciation for the sacrifices others have made.


What other behaviors and skills do candidates with good people management potential possess that differ from top individual contributors?


Section II

Questions to ponder on Employee Engagement -

A

Tag: People Management, Employee Engagement

Most of us love employee engagement initiatives - it makes work a lot more fun!

Yet, as a Manager, do you frown when you are asked to “volunteer” team members to organize such events?


B

Tag: Employee Engagement, Responsibility

"Let's hire a disengaged employee!" said no one ever.

Yet, a truly engaged employee can only be worked on from within.

Is “employee engagement” the responsibility of management or that of the employee?

Who holds the responsibility for that in your current workplace?



Section III

Thought Leadership Spotlight -

A:

Tag: Leadership, Scary Things

What do your fears tell you about the kind of leader you are?

This piece is by one of the most powerful leadership content creators I know on LinkedIn, Uma Thana Balasingam


B:

Tag: People Management, Appreciation

People management is no rocket science. It’s about genuinely caring for your team of human beings.

Spotlighting an appreciation piece by Nabila Lau for her manager that struck a chord, here .


Hold On, Don't go yet!

Remember our promise about this being a conversation?

Agree/ Disagree/ Can't be bothered? I'd love to hear about it

Here's how we can get that going:

  • Comment/ DM/ Share!
  • Write your own thoughtful post about any part that resonated. Hashtag #TheMondayPlaybook and Tag me Jevon (Jiehan) Yang so that I don't miss it.
  • Who knows, it may be our next spotlight.

To a more empowered Monday morning,

Cheers!


Bill Brown

Chief People Officer | Author of 'Don't Suck at Recruiting' | Championing Better Employee Experience | Speaker

9 个月

Engaging content! How can we ensure our journey to management is purposeful and thoughtful?

Ahmed Obaid

? Pharmacist | Recruitment | ??Healthcare Quality | Innovation & Data Insights | Digital Strategy, Health & Therapeutics

9 个月

Love the thought-provoking insights on People Management in ! Can't wait to see more engaging content in the future.

Lilian Ong

Registered Counsellor and Clinical Supervisor, navigating balance in life, parenting and wellbeing.

9 个月

Glad I subscribed and got to read it on my email (trying to limit my browsing time on social media, so I have more time for other things ??). Love the easy read, yet it's full of insightful gems. Good leaders don't come by easily. Some have natural qualities that make them potentially good leaders, but it still takes experience and honing of specific skills to be able to balance all that's required - keeping to organisational goals, managing all kinds of personalities on the team, enabling people to work to their strengths, coaching those who need a boost to reach their potentials/overcome limitations, etc.

Yassine Fatihi ??

Crafting Audits, Process, Automations that Generate ?+??| FULL REMOTE Only | Founder & Tech Creative | 30+ Companies Guided

9 个月

Love the emphasis on promoting the right qualities for people management roles! Very insightful read. Jevon (Jiehan) Yang

Andrew Smith MBA

Director Leadership Development @ Beacon | People Development, Talent Strategy

9 个月

Looking forward to diving into insights!

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