Hey! I Didn't Think I'd be Managing People!!

by Jean Corson Wolff, Corson Wolff Consulting

Congrats on the promotion, the money, the title-but you forgot one important thing…

"If only I didn't have to deal with the people at work, I could get so much done!" Have you ever heard yourself say this? This is the lament of those reacting to the foibles of co-workers, bosses, teammates, direct reports, clients or vendors. Welcome, to management! Unfortunately, the only way to get a promotion (read more money) is to go up the ladder a rung and manage people. Managing people is your job!

Managing people is your job!

The role of a manager requires an entirely new skill set distinctly different from the skills required to be technically proficient. Although, dealing with people is a common frustration, it is especially true in technology-related organizations. Oftentimes, workers who are attracted to technology-based work prefer working alone or in a small group, are task and goal driven, and have little patience for human quirks.

Clearly, some people are happy in both their technical role and enjoy the stimulation of working with other people. In truth, some can learn management skills with the right support, while others decide managing is not for them and risk no advancement. To address that quandary, some organizations are creating dual tracks where high performers can progress either within a management track or a technical track - both are given equal value. The technical track adds value through mentoring, research, exploring new products, as an internal consultant, or a specialist. Increasingly, organizations realize they need to match the right people with the right work.

Although I'm sure you know that different people do different things well, what I'm talking about is a much more complex, yet simple concept. When we understand our true talents, our work style and how we fit into the organization, we are free to do our best work. As a leader, getting people to use their talents wisely by understanding styles and behavior is not just a "touchy feely" thing but smart business. Managing what gets done is only part of the equation; the other part is how it gets done. In fact, getting people to perform is the critical facto in any organization's success.

So what happens if you are a great software engineer breaking all speed records writing code? Yep, they make you a manager. Your role shifts from doing your work, to getting others to do their work too. You didn't sign up for this.

First off, you weren't looking to manage people and were quite happy sitting at the computer minding your business; and secondly, you have had little or no training in managing people. Unintentionally, you are set up to fail when your people under perform and the fingers start pointing at you. It's not that you haven't been giving it your best shot; you just haven't had the benefit of training in work styles and human behavior. In no way does this suggest that you need to become a psychotherapist, only that you learn the basics and how to apply them.

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The bottom-line is people!

In Information Age organizations, structures and processes must be built around the work determined by which person can do it best. The criteria include their expertise, experience and work style. When work is matched to the right person, performance goes "in the zone." You say your company is doing just fine-that's great! But the world of change and trends doesn't often give us much time to rest on our laurels. In deciding where you want to go, begin by taking a 360° look around you and consider how other's actions or inactions affect your ability to take that next step over the top.

The art and science of managing people

As a web site has technical architecture and creative elements, likewise, managing is a juxtaposition. Although the industry, field or departments vary, human behavior is very constant and predictable. We'd like to think we are unique, but in truth, we all share some common traits such as attraction to pleasure and avoidance of pain. Not terribly complicated!

Let's look at the science. A growing body of best practices uses a combination of applied behavioral science, psychometrics* and emotional intelligence to better understand the intersection between people and performance. Here is a thumbnail sketch of each and their role in managing:

• Applied Behavioral Science
  uses reinforcements and consequences to shape behavior
• Personality / Psychometrics
  profiles personality and work style preferences
• Emotional Intelligence or "EQ"
  Develops skills in self-awareness, self-management, empathy, social skills and mentoring are the components of EQ.

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What's in it for me?

At this point, you may be thinking, "I don't have time for this!" If that's the case, consider how much time you're spending putting out fires, dealing with foot draggers and disentangling mini-wars at work. Understanding and managing human behavior just might make it easier for you to get up in the morning and go to work.

The art of managing is multi-dimensional, grounded in an honest and non-judgmental understanding of yourself and others. Only then can you bring out the best everyone has to offer. Relax, we're not talking group hugs, but acknowledging that everyone is just trying to make a living. Most important is that you'll get things done! Think about the power you'll unleash when you use these tools to maximize the talent in your organization-especially your own as a (gulp) manager!

* Psychometrics

The branch of psychology that deals with the design, administration, and interpretation of quantitative tests for the measurement of psychological variables