♟️ Archetypes | People Management
People management would be easier if people were inanimate objects. Unfortunately, people do have more personality than chess pieces♟️ (and certainly more self interest 💁♀️).
We interact with people every day and as much as PhD’s would like to boil down human interactions to a program, free will is a real thing. Data in aggregate can provide the statistical probability of an event, but if it’s trying to predict the behaviors of people it will always be limited. Determinism is for machines and when the machines rise up I will be punished for this statement 🤖.
While I cannot provide scripts for how to make that person who won’t listen do what you want, I can speak to my experience and hopefully help take people that may seem 2-dimensional with unclear motives and world views and help make them a little more 3-dimensional, thus helping us to better understand their *likely* thinking.
What follows are a couple people management scenarios and how I have approached them in the past. I have managed teams ranging from 2–25 people in project-oriented work for more than a decade so I’m always right and these are infallible truths. (see the Dunning-Kruger Effect).
# 1 “I Was Just in Your Shoes”
Ten months into my first big-boy job right out of college I was an expert. I smashed through the learning curve, and was halfway through my first “independent” project. (“Independent” because the crutches were smaller, not gone. But don’t tell past-me that). I had just been put “in-charge” of a junior resource. While this was great for my confidence and proof to myself that I was not a train wreck in the eyes of my leadership, I was not writing people’s evaluations yet. Nevertheless, this was my first experience with people management in its simplest form. My role was to develop this person who had just joined. I did that by being able to speak the language of their day to day best. I knew what they’re going through because I just went through it. Despite my absence of “authority,” I was still able to influence this person. And what is people management if not people influence.
# 2 “I Can’t Wait to be a People Manager, I Just Manage Projects”
Project managers are responsible for owning a project through to completion. The objective for a project will always be the project’s successful completion, but whether they know it or not, the secondary objective is to develop the people on the team. Next time this kind of project comes up, every person on the team should be able to take on more responsibility than they are this go-round. It’s the project manager’s to own the work to completion, including the development of people towards this secondary objective.
# 3 “The Absentee Manager”
The first “People Manager” scenario. Managing someone you don’t work with directly isn’t ideal, but in a fast-paced project oriented environment it can happen. People often lament these managers. It’s not because they’re absent. It’s because people want managers who are able to help them get where they want to go. If you manage someone you don’t work with directly, actively find a way to get to know them. Find out what makes them tick and help them get to their goals. Hint: everyone always wants to get promoted, so you might start by understanding what their promotion goals are and help them get there. Outline clear objectives. Help them master their craft. It’ll make you better at yours.
# 4 “Joe Manager, Responsible for 1+ Direct Reports”
This is the classic (I.e. obvious) scenario that everyone thinks about when they imagine the Platonic ideal of a people manager. This is the type of people manager that they write books about. They’re good. Read them.
#5 “The Invisible Hand”
The staffing manager in a large services organization isn’t always apparent. If you’re with the vanguard on the front lines you may be far removed from this person. This is a person who participates in the strategic development of the team. Each staffing assignment is carefully selected from the available work to 1) make the business successful in the delivery of the current project, but also 2) to provide you an opportunity to develop your skill set. This person is a good person to get the ear of to understand & influence how you are staffed. Get aligned with them on the vision you have for your career. If you are this person, recall my point about humans and chess pieces at the top — get to know your team and their aspirations.
# 6 “Peer-to-peer Management”
Every interaction with another person is an intentional or unintentional act of “people management.” The 5 Dysfunctions of a Team (great book) recommends establishing peer to peer accountability. In my experience this can come across as quite game-bot-ish and people don’t like busy bodies. I’m not going to say don’t trust Patrick Lencioni, but proceed with caution.
# 7 “Managing Your Manager”
Make sure your manager knows what your goals are. Get more specific than “to be promoted” or “to make more money.” The best way to earn these things is by doing your job well. Companies don’t pre-pay for performance in the same way you don’t pre-pay for service at the car mechanic. The proof is in the pudding that’s been eaten. Your manager is your partner and your relationship to them is not one of servitude. This point can not be overstated. Get to know your manager. Help them understand your work style and career objectives. Likewise try to understand them and their expectations for your role. This goes a long way.
… And that completes my brief series of infallible examples of people management scenarios. What did I miss?
Thanks for reading.
Michael
