loader image

Brilliant Managers: 10 Steps to Creating Great Teams

 

Managers own the job of creating great teams; these are the words of former Netflix CHRO, Patti McCord, a company that delivered $7.3billion USD in the second quarter of 2021 and is now considered one of the most successful and influential video streaming services in the world. At Sheridan Worldwide we are focused on supporting our clients to – onboard, develop and retain the world’s best talent, recognising that a team climate has a +/- effect on both engagement and performance. Creating great teams in the 21st century, requires renewed focus on human skill development; this blog offers a brief guide to what brilliant managers think and do differently, in order to create great teams. We’ll be publishing an eBook in mid-November – which offers a deeper dive into each of these 10-elements:

  1. Understanding the new context…
  2. Why manage? A re-orientation away from task to Talent-first.
  3. The power of Purpose – why meaning and challenge are critical to human performance
  4. Re-discovering human motivation
    The neuro-biology of trust
  5. Self-awareness, emotional triggers and decision-making
  6. What is psychological safety?
  7. Measuring psychological safety
  8. Being vulnerable is not what you think…
  9. The coaching advantage

Nothing prepares you for becoming a manager of people; it happened to me aged just 23. My first job was selling advertising space for a then, little known magazine called Human Resources. I happened to be very good at selling, I was driven, articulate and incredibly tenacious. As it turns out, these are qualities that lend themselves to sales. I also had a secret weapon, I’m an introvert, which means listening is second nature. And so, with some excellent on the job training, I soon rose to the top of the leader board. After a couple of years, I was itching for a new challenge. 

As is so often the case with people who excel in a particular job function, the only option was a vertical move, a promotion to advertising manager. Interestingly, I was never asked why I wanted to manage; I was never assessed in terms of my suitability or capability to manage people. There was no training and I was expected to keep making a personal revenue contribution, at the same levels as before. I was incredibly fortunate, both my deputy and my boss, were people-people. Adept at building trusted relationships and what I learnt from them, over the intervening years, was the power of humanity, together we created a winning culture. I am, to this day, incredibly grateful for that experience and their support.

So, what has my own experience taught me about developing brilliant managers? Three things come to mind, firstly; understanding the motivation to move into a manager role is crucial to being successful in the role. When you manage people, it’s not about “me” anymore; it’s about “we”. It took me some years to really understand and enact this mindset shift. Secondly, lateral moves are just as important as vertical moves when it comes to career development conversations. There are enormous untapped opportunities for people to develop high level, in-demand, human skills. We make the mistake that human skills are somehow innate and over promote people who simply aren’t ready. Effective communication and empathetic listening skills, are so often missing from a new managers repertoire. The good news, with intentional practice, you can increase your emotional intelligence muscle. Finally, we need to reconcile that the nature of competition itself has changed. Organisations are now competing for the best talent and the best ideas; what investors call the imagination premium. A manager’s ability to create a team climate where people can do their best thinking, is absolutely critical to delivering shareholder value. This is a far cry from the old school carrot and stick approach, that continues to prevail in so many organisations.

Let’s Make Things Better

Imagine the Possibilities
  Keep looking at our blogs, LinkedIn and twitter for more details – and don’t forget to Sign up

Related news

The Social CHRO

The Social CHRO

  Why HR leaders and the wider exec team, must become active participants on social and how to do it. With guests Damian Corbet, communications consultant and author of the Social C-suite and Chloe Palmer, Head of People at Accel. Brilliance RealisedRelated...

read more
The wellbeing advantage

The wellbeing advantage

  A discussion about human wellbeing as a competitive advantage considering all aspects of the human system - mind, body and spirit. With guest Andy Holmes, Head of Global Wellbeing at Reckitt. We consider what orgs need to do to create healthy human systems at work,...

read more
Why are we talking about equity?

Why are we talking about equity?

  What might it mean to give everyone access to fair and equal outcomes, at work? With guest Pauline Miller, Chief Equity Officer at Dentsu International, we define what equity is, and think about equity in the context of a post-Covid era, where the pace of change and...

read more
Why I Love My ADHD

Why I Love My ADHD

 I would like to let you into a little secret... I love my ADHD. I haven’t always loved it. Before diagnosis I found it hard to live with and could never understand why I felt so different to everyone else. But once I understood it, I completely fell in love....

read more
Neurodiversity@Work? Ain’t Nobody Got Time for That!

Neurodiversity@Work? Ain’t Nobody Got Time for That!

 We are just too busy to consider neurodiversity. Our managers already have too much to do”  …once said a real life tech business leader, in a real life conversation, not noticing my real life look of disbelief.  I am not sure what he was expecting managers would have...

read more
Is it time to call time on psychometrics..?

Is it time to call time on psychometrics..?

 OK, so I am about to make a complete 180 on an opinion I have held for a very long time. Having worked in the leadership development and executive coaching space for a VERY long time, psychometrics have been core to my work. Indeed, I have all the relevant...

read more