I have a five-part philosophy that informs my management style:
First—get the right people on the bus (hire the right people).
Second—to the extent possible, give each an assignment (or assignments) in line with their skill sets and interests.
Third—give them the best equipment possible and show them where their resources are.
Fourth—help them feel secure enough to fail occasionally, as long as they learn something useful from every failure.
Last—get out of their way and let them do the job(s) for which you hired them.
I always figured that if I was smart enough to recognize that I couldn't do everything myself, and to hire people who have the required technical knowledge to do the job, who are passionate about what they do, who are motivated to succeed, and who are committed to excellence, they will each star in their respective roles.
And, incidentally, I will come off looking like a hero for hiring all these top quality folks in the first place.
General George S. Patton, a recognized manager of people, once said:
"Never tell people HOW to do things. Tell then WHAT to do and they will surprise you with their ingenuity."
I believe him.
After all, if I have to tell someone HOW to do their assigned task, then I haven't hired someone with the necessary technical knowledge.
In my 45+ year work life, I have heard (and witnessed) a number of things about managers. For instance:
- A first-rate manager hires people who are smarter than he or she is.
- A first-rate manager hires people who have knowledge and/or skills he/she lacks.
- A first-rate manager hires people who are so good that if he/she went on vacation for three weeks, nobody would realize he/she was gone.
- A first-rate manager is not afraid to hire people who are talented enough to replace him/her.
I have written recently about my desire to share my accumulated knowledge, to give those coming up behind me the benefit of my experience as an A/E/C marketer.
But I also like being around people who can teach me new things. And given the rate at which technology changes, most younger people have a lot to teach me.
So I try to hire, and recommend that my clients hire, people who have great technical skills, who are committed to their own excellent performance, who have a strong desire to keep learning, and who have a strong passion for accomplishing the things to which they are committed.
Such young people will succeed at virtually any task you set them within the range of their technical knowledge and skills, and they will continually extend that range as they continue to learn on the job.