SETTING CLEAR EXPECTATIONS AND GIVING FEEDBACK
One thing that can help prevent a manager from spiraling into confusion is to give them clear goals, realistic expectations, and a roadmap that can be pressure-tested against real-life circumstances and is flexible enough to change if needed. Managers should know what success looks like — not just in spreadsheets but in how they support their teams, contribute to a positive work culture, and communicate their opinions about what is working well and what needs to be improved.
It is hard to thrive in a feedback vacuum. Regular check-ins help managers know if they’re on the right track or accidentally steering the ship off course. However, feedback should be a two-way street —managers should be prepared to deliver and receive feedback about the good, the bad and the awkward. There is no one way to do this, but it should be done in a way that best serves the manager, their team and the organization.
LEADERSHIP TRAINING
After I became a manager, I quickly learned that being good at your job doesn’t automatically mean you’ll be a great manager. Leadership requires a skill set that includes having honest conversations that may not always be what you or someone else wants to hear and inspiring a team to do their best work on good and bad days. At ALA, we believe in giving managers training and a safe space to say, “This isn’t working,” or to ask, “Is this normal?” Supplementing managers’ existing skills with leadership skills is an essential investment in their growth.
Managers should know what success looks like — not just in spreadsheets but in how they support their teams, contribute to a positive work culture, and communicate their opinions about what is working well and what needs to be improved.
EMPOWERMENT AND TRUST
Micromanagement is the fastest way to make a manager feel like an overpaid babysitter. Empowering them to lead, make decisions and (occasionally) make mistakes without fear gives managers autonomy without setting them adrift to survive on their own. If someone has a manager position, I expect they can be successful with clear guidelines, allowing me to step back and watch them shine. However, the road to success can be quite bumpy if managers can’t articulate when and how they need help. We want them to feel comfortable saying, “I have a problem,” and be able to suggest solutions. This helps to build trust and develop a mindset and reputation as a problem solver, not as the receiver of others’ concerns.
TOOLS AND RESOURCES
Managers need the right tools. Whether it’s software, a streamlined process, or just easy ways to recognize and reward their teams, giving managers the necessary resources prevents unnecessary difficulties. The manager’s manager, the HR department and trusted external networks are resources that can also help support a manager’s success.
RECOGNITION
Managing people is tough, and sometimes it can feel thankless. A little recognition — whether it’s an award, a shout-out in a meeting, or just a heartfelt “thank you” — goes a long way. Leadership can be exhausting at times, so celebrating the wins (big and small) and letting managers know their work matters can be rejuvenating.
At ALA, we believe strong managers create strong teams, and strong teams support strong organizations. When we invest in their development, give them the right tools and show appreciation for their hard work, ALA, its members, business partners and the legal industry win. It’s been many years since my first manager position, but I’m still learning and striving to get better. I hope to pass on what I’ve learned to help set managers up for success, not just survival. Cheers to all the great managers everywhere!
