Mirco Hering
Mirco leads Accenture's DevOps and Agile practices in the APAC region with a focus on Agile and DevOps transformations…
January 31, 2018

How to step it up as manager

What does a successful manager look like? And here I don’t mean specific practices like the ones you can learn from but rather the more high-level behaviors. This is what I expect from a manager who works for me. The below is what is in my head when I think of successful managers, with many years of managing managers it was well overdue to move this from the frequent coaching discussions into a blog post.

Servant leadership to set a positive example
Servant leader sounds good, but what does it mean? A servant leader puts the team before his own interest. There are a number of behaviors that servant leaders show:

  • External blame stops with him/her—If there is a problem with something that the team has done, a good manager never blames an individual on the team. To the outside world, he/she absorbs the critique.

  • Praise gets spread liberally—The opposite is true for praise. When the team has achieved success, a good manager goes to extra length to make sure everyone in the team gets credit. A servant leader knows that credit multiplies and by giving credit to team members, he/she will also be getting credit for managing that team.

  • Sets good examples by doing what he/she expects from the rest of team. For example, a good manger also comes in when the team is asked to work weekends and makes sure the team has what it needs to be successful—and yes that might mean getting coffees or pizzas if the rest of the team is busy and the manager can afford the time.

Ownership of the outcome
As a manager you own the outcome of your team, and yes, that includes any dependencies that the team must manage. As a manager it is your job to get things done with the help of your team. You should consider any deliverable that your team produces as your own deliverable, so make sure you are comfortable with it. Trust the team to get it right, but check on it as you need to. You cannot claim ignorance if someone in your team produces sub-par deliverables.

Has financial and schedule control for the project
No matter whether it is explicitly stated, the expectation is that a manager knows the budget and schedule and knows how much of it has been consumed at any point. If it has not been explicitly mentioned, you should get this information and understand how you can track it. If no support is provided create your own tracking mechanism. Communicate the status of budget on a regular basis to make sure that people are aware when things change and can let you know when external factors change (e.g., budget reductions). It doesn’t matter whether you run a small team or a large project this basic is important and the earlier you learn it the better. You might never get asked for it (good news) but when you are (mostly when things start to turn bad) you are prepared and have all the answers.

Over communicates always
As a manager you are likely not working on your own tasks anymore (if you do, lucky you!) so a lot of the work is in stakeholder management. It does not matter what you think, it is likely that you don’t communicate enough. There is so much noise out there—emails, collaboration tools, text messages, etc.—your job is to communicate with the target of being understood. You will have to tailor your approach to each individual. You want to make sure your stakeholders are well informed and never surprised. That means over communicate always and check whether you have been understood. Sometimes you will have to try several times before you are understood. If anything changes on the project, communicate this and the reason for it as early as possible even when its bad news. Bad news only gets worse as time goes by.

Respects the basics and makes sure the team adheres to them
The manager feels responsible that the whole team adheres to the basics of professional behavior and provides feedback when this is not the case:

  • Meetings run efficiently, have agendas and notes are sent around in timely fashion

  • Actions are defined by “Who does What by When”

  • All major work products are documented at sufficient level

  • Commitments are being upheld and when things change it gets communicated early

  • Everyone on the team treats other people with respect and behaves professionally

  • Team members adhere to corporate policies

Knows one’s team and oneself
Besides delivery of the business outcome, a manager helps everyone to improve. This means understanding the ambitions of each person on the team and coaching them to achieve these ambitions. There is a plan for everyone on the team and a succession plan for when it’s time for someone to leave the team for bigger and better things. A good manager plays to the strength of the team members and does not focus on the weaknesses. He/she staffs the project by getting a diverse group of people with different mindsets and working preferences to avoid group think. Productive arguments and discussions are encouraged. He/she also knows his/her own limitations and can ask for help from the team. Last, but not least, he/she always knows who is doing what and is aware of the status in case someone asks.

Escalates early and transparently
A manager is careful when reporting status and risks, which means if in doubt he/she adds a risk or changes the status to something different than green. While many supervisors don’t like additional risks or non-green status, the ethically correct and best thing to do for the company is to provide the status with the best knowledge. Any doubts or concerns should not just be in the managers head, but rather be documented and represented in the status report. Someone once told me that a project status is amber until you have the first working version, as any green before that is absent of any objective validation. I like that, but perhaps wouldn’t go as far with the reporting. A good manager also never hides anything. Over communicate so that there are no surprises, ever!

I know that there is probably a lot more to be said, but the above are for me critical things I want to see from a manager above and beyond and project- or technology-specific things. After all, each project is different but the above characteristics create successful teams and winning cultures. Something we all aim for.





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