What To Do if You Want To Be Valued and Appreciated As A Boss

If you are struggling to get your people to perform in the way you need them to this article offers a fresh slant on what is often seen as a mangement chore. So, if you lead a team of professional or specialist staff who resist being managed maybe it is time to have a rethink on this everyday activity.

If you disagree with this, fair enough, but… just ask the people you line manage what they think your job as their boss is all about and what they want you to do more of?

The top five answers always include stuff that's about the time you spend focusing on them:-

1. your support
2. feedback on their work
3. a structured discussion
4. dedicated time set aside
5. up-to-date information

Just think for a moment about your own experience of being line managed. How is it for you?

If you are new to line management, or, simply not achieving the results that you want then here are some things to think about.

In coaching and mentoring line managers I have found it useful to start by reviewing the big picture with them and thinking about where line management fits within their role and in their business or organisation.

What emerges is that the real power of line management is in making sense of our work at an individual level; answering people's questions, driving action in the right direction, engaging people day by day in the vision and purpose of the service or business and ensuring that they keep performing, keep moving things forward.

We do this by offering:-

=> A Sense of Purpose

To do this we need to be able to offer clarity by providing answers to key questions.

What is my role? (This must reflect the realities of the job, not just the job description which is so often out of date.) What is expected of me?

Answers to these questions should help the individual to relate more easily to the next dimension, looking at the wider goals of the team, the department or service, the business as a whole.

How will what I do be measured? What can't be ignored or be seen to fail?

Drilling down into the detail behind these questions is how the most effective managers clarify their expectations and find different ways of explaining them to their people. As a manager, if you can't answer these questions clearly how can you expect your staff to grasp what is required of them?

But be prepared to be proactive. You may find that in the beginning you have to prompt and lead the way but most people grab the opportunity pretty quickly once they understand the benefits. It can take time for people to get used to the idea of asking their boss the questions!

=> A Sense of Direction

What are our(team, department, service, unit, business etc.)goals? Where does my role fit in?

An ongoing feature of line management is to show your people exactly where their role fits into the wider team or business picture. This is especially so during times of major change or restructuring when things feel uncertain or muddled. These discussions are invaluable too for tapping into individual aspirations and motivation. Gaining an understanding of each individual and what matters to them at work will guide you toward the best way of line managing them, just listen.

=> A Sense of Perspective

How well am I doing? What can I do better?

People crave feedback. Every one of us needs to find meaning in our everyday work and know that we are making even a small difference. This aspect then links very naturally into more formal performance review and the organisation's processes for identifying learning and development needs.

What's happening about...?

We all know that most workplaces thrive on spinning every piece of news with speculation and hearsay, so talking one-to-one with people is a good time to set the facts straight - away from the more negative influences of the coffee time conspirators! Many managers find that this is the best time to find out about the issues getting discussed over coffee and people's real views at a more personal level.

=> A Sense of Achievement

This is not just about ticking items off the action plan but is also about celebrating the little successes that happen every day. In some situations it might be simply about getting through the day or the week unscathed! Don't forget to include specific positive feedback and simple thanks for the effort and energy your people keep bringing.

=> A Sense of Renewal

For some time the most constant plea I have been hearing from managers is about how to help their people gain a fresh sense of commitment when things are tough. Line management can really help with this as a space for your people to vent and let go of the negatives and find ways to re-energise. If you are worried about unleashing a moaning and whingeing session just let them know they have, say, five minutes before you focus on finding some options.

=> A Sense of Support

Doing all of this demands a commitment to create a dedicated time and space for each person you line manage on a regular basis. Most of the managers I work with are finding this increasingly difficult to do as shifts in priorities add to the demands on their time. Managers who prioritise line management and see it as an investment are rewarded daily and often in quite unexpected ways. The payback is twofold, in the performance delivered and, at a personal level, in the knowledge that the support is noted and appreciated.

At times like these when things can be especially difficult and confusing line management really does help people make sense of their work and is well worth the investment of your time and effort. While you're thinking about it, what are you doing to make sure you are getting the quality of line management and support you deserve too!

About the Author

Fiona Pearson has prepared a mind map for you as a quick and easy reminder of this article.It is designed to help you make more sense of line management and what it can achieve.Download your mind map at => => http://www.yourmanagementmentor.com/mind-map/

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