Traditional management models stress the development of detailed project plans and the rigorous observation of disciplined models. Developed by engineering and manufacturing organisations they assume workflows with controlled variables and fixed inputs, in short they assume that you are managing machines, not human beings.
Any experienced manager knows that you can follow the Gant Chart and spreadsheet every element to the finest degree, but the human factor will always be the element which bites back.
Failure to effectively engage with people management repeatedly causes projects to underperform, miss targets and fail, leaving managers who adhered to the traditional management models confused and frustrated. But effective people management actually relies on only five key skills, the Five ‘C’s:
Create
Build a team which is fit for purpose. Don’t try to use the wrong tool for the job and then complain that the hammer won’t make the screw work! This involves making the correct decisions on three elements.
The first is recruitment, the fundamental basis of the success of any business. If the right people aren’t coming into an organisation how can you expect the results to be successful? Hire the best people, hire the right people.
The second element is training. It is vital that you give people the skills they need to do a good job. If you have people who aren’t quite right, develop them. They will not only be better suited and more productive, they will be grateful for the investment and commitment.
Thirdly and finally a good manager must create the right team structure and set the boundaries. A robust set of measures for success, clearly explained and tracked with discipline will give your people the framework for success, and just as important, tells them how to succeed.
Comprehend
Understand the people in your team, their personalities, their motivations and personal goals. A good manager needs to be empathetic, not a slave driver. One person may be a natural completer-finisher, another could be great at concept development. By understanding the individuals, rather than treating them as identikit simulacra, you will find better ways to communicate, motivate and understand them. How do you do this? By spending time with them, the classic ‘management by wandering around’ pays dividends here. Invest in your people and you will gain the benefit of understanding. Once you begin to understand the people in your team you will be able to make better judgements as to where they will be most effective, how to get the most from them and how to develop them.
Communicate
It is essential that you can convey your thoughts, concerns and needs to your team. You must be able to motivate them and lead them, tell them when you’re not getting what you need, explain when changes are made and congratulate them when they are doing well.
