The Manager’s Two Outcomes

When you strip management down to its essence, it boils down to two simple yet monumental outcomes: hitting targets and keeping people. Sounds straightforward, doesn’t it? But like trying to rub your stomach and pat your head at the same time, managing these two outcomes often proves more challenging than it looks.

I’ve spent years in the trenches of management - coaching, mentoring, and occasionally drinking copious amounts of coffee to keep my sanity intact. What I’ve learned is that these two outcomes are not just “to-do list” items. They are the lifeblood of a manager’s success. Let’s break them down and look at why they matter, how they’re interconnected, and what you can do to balance the scales.

Hitting Targets: The Hard Metrics of Success

Whether it’s meeting sales goals, delivering a project on time, or keeping the office plants alive - targets are the tangible outcomes that define your role as a manager. They’re measurable, visible, and, let’s face it, often the first thing your boss will ask about in your next one-on-one.

Real Example:

Imagine you’re a manager at a manufacturing company. Your target this quarter is to increase production by 10% without blowing the budget. You’ve got a tight timeline, a team that’s feeling the pinch, and a maintenance schedule that would make even the most seasoned logistics expert sweat. So, you rally the team, streamline processes, and maybe sweeten the pot with Friday donuts. You hit the target - high fives all around.

But here’s the kicker: if you’ve burned your team out in the process, you’ve won the battle but lost the war. This brings us to the second outcome…

Keeping People: The Heart of Long-Term Success

Targets may be the headline, but your people are the story. Keeping your team motivated, engaged, and ready to stick around is the secret sauce to sustainable success. After all, what’s the point of smashing targets if everyone quits before the next quarter?

Real Example:

Let’s flip the scenario. You’re managing a small team at a tech start-up. Everyone’s overworked, the deadlines are ambitious (to put it politely), and morale is dipping faster than your post-lunch energy. You could push harder for results, but instead, you pause and ask your team, “What’s one thing we can change to make this easier”?

Maybe you adjust the timeline slightly or redistribute the workload. Suddenly, people feel heard, supported, and - dare I say it - even happy. They stay, they grow, and they’re ready to tackle the next big project.

The Balancing Act

The magic of management lies in balancing these two outcomes. It’s not an either-or scenario; it’s a both-and challenge. Here’s how you can start mastering it:

1. Set Clear Expectations

Be upfront about targets and the support available to meet them. People are more likely to buy in when they know the “why” behind the “what”.

2. Check the Pulse

Regularly gauge your team’s morale. Simple check-ins like “How’s everyone holding up”? can reveal a lot.

3. Celebrate Small Wins

Hitting targets is important, but so is recognising progress. Celebrate milestones, even if they’re small. (Hint: pizza works wonders).

4. Invest in Development

People stick around where they feel they’re growing. Offer training, mentorship, or even just the occasional “What do you want to achieve this year”? chat.

Why This Matters

The ripple effects of getting this balance right are enormous. Teams that hit targets but feel valued stick around longer, innovate more, and make your job a whole lot easier. On the flip side, neglecting either outcome can lead to burnout, turnover, and a desperate need for that fourth cup of coffee.

This is where my books - Starting Strong: A New Manager’s Guide to Thriving in Leadership - The First 100 Days and Focused Leadership: The Manager’s Path to Simplicity and Success - come into play. They’re packed with actionable strategies to help you navigate these challenges, along with real-life examples that will make you nod your head and say, “Been there”. Both books are available on Amazon now!

And if you’re ready to take it a step further, my 12-month Leadership and Management Growth Academy is designed to transform you from a “maybe” manager into a confident leader who consistently hits targets and keeps people. Think of it as your backstage pass to mastering the balancing act.

Final Thoughts

Being a manager isn’t easy. It’s a rollercoaster of deadlines, personalities, and unexpected curveballs. But when you focus on these two outcomes - hitting targets and keeping people - you’ll find your stride. Remember, it’s not about perfection; it’s about progress.

So, whether you’re knee-deep in your first 100 days or looking to refine your skills, know this: you’ve got this. And if you need a little extra support, well, you know where to find me.

Here’s to hitting those targets, keeping those people, and maybe even keeping your sanity intact along the way.