Being a manager - easy to describe, less easy to do

The NY Times ran an article a few weeks ago on Google's self-evaluation of its managers and what their employees prize in a manager. A common reaction was, "How could subject matter expertise be at the bottom?", which I can relate to. Another, and possibly more interesting, response, was a blog post essentially dismissing the eight points Google published as "just management, right?" This sentiment is unfortunately pervasive in our culture, going back at least a few decades. After all, everyone knows that the key tenets of modern-day management - results-orientation, communication, coaching, empowering, having vision - are both "not rocket science" and ambiguous enough to avoid any real consequences.

My first reaction was to want to refute such an argument, point by point. Having sat on this for a couple of weeks, I'm less interested in a back-and-forth of the minutiae of the language or even Google's intent in their self-study. I thought instead about what resonates with me as someone in a leader/manager role.

I was drawn instantly to point 7, though it's further down the list. Having a clear vision is not some pie-in-the-sky idea, nor is it the same as having a goal. A vision is a description of an improved future, with characteristics that are achieved through discrete goals attainment. Most people want to be part of something larger than themselves; in addition, people want to know their tasks, whether they enjoy them or not, are contributing to that larger context. Managers are responsible for providing vision and meaning to their team and aligning the team's work to that vision. As initial successes occur, reinforcing the vision helps motivate everyone on the team toward fulfillment.

Though vision is point 7, the six points above it all help support achieving the vision. Managers need to:

• Communicate the vision and reinforce its relevance to the daily work
• Guide the team's roadmap to align projects and operations with the vision
• Act as a mentor to team members and define/guide individual goals that support the vision
• Align individual goals and growth with both the vision and career development needs
• Set expectations, empower team members to act, and expect results that align with the vision
• Provide regular and targeted feedback to help people learn and grow
• Know your team members well enough to help them better understand the team vision and support their needs as they arise

Easy enough, right? And yet stories abound with examples of bad management, and with good reason. Management is a classic "easier said than done" case. It requires constant thought, consideration, and action, and a deep understanding of both oneself and every person on the team. And it may not work out in all cases; after all, understanding people's behavior and motives is imperfect at best, and gaffes are bound to happen. That said, watching a person or team attain a goal they previously thought out of reach, and knowing you helped them understand they could get there, is pretty darn great.

For reference, here are Google's eight points (via NY Times):