Much has been written about the qualities that make a great manager, but most of the literature overlooks a fundamental question: What does a great manager actually do? While there are countless management styles, one thing underpins the behavior of all great managers. Above all, an exceptional manager comes to know and value the particular quirks and abilities of her employees.
Such a specialized approach may seem like a lot of work. This focus on individuals also makes employees more accountable. Because staffers are evaluated on their particular strengths and weaknesses, they are challenged to take responsibility for their abilities and to hone them. By taking the time to understand what makes each employee tick, a great manager shows that he sees his people for who they are. This personal investment not only motivates individuals but also galvanizes the entire team.
To take great managing from theory to practice, the author says, you must know three things about a person: her strengths, the triggers that activate those strengths, and how she learns. Great leaders tap into the needs and fears we all share. What sets the great boss apart from the average boss? The literature is rife with provocative writing about the qualities of managers and leaders and whether the two differ, but little has been said about what happens in the thousands of daily interactions and decisions that allows managers to get the best out of their people and win their devotion.
What do great managers actually do? Managing employees. What Great Managers Do. Finally, this approach shakes up existing hierarchies, which leads to more creative thinking. A version of this article appeared in the March issue of Harvard Business Review.
Read more on Managing employees or related topics Leading teams , Leadership and managing people and Leadership development. For HBR Subscribers. But focusing on strengths instead provides a powerful way to grow. Show Reading List. Partner Center.
