Do I truly want to become a manager?

We don’t ask ourselves this enough. Here are 6 critical questions to reflect on when considering if you should become a manager or not.

When we’re asked, “Do you want to become a manager?” we often assume there is only one answer.

“Oh, of course I want to be a manager.”

Right? Who doesn’t? Especially when becoming a manager is seen as the primary path of upward progression in a person’s career.

But do you truly want to become a manager? Management is not some sacred club reserved for the hallowed few. Rather, deciding to become a manager should be viewed as one might decide to become a garbage disposal collector or a parking meter attendant: If you’re doing it, you’re doing it for a reason. It’s not for everyone.

Keep reading “Do I truly want to become a manager?”

The 9 mistakes you don’t know you’re making as a new manager

As a leader, the most costly mistakes are often the most imperceptible.

I’ve never met you, but I’m going to make a guess about you:  You’re making leadership mistakes you don’t even know about. 

I don’t mean to sound presumptuous (or crass!). I’m in part reflecting on personal experience – I’ve made a boatload of leadership mistakes, myself.

More objectively, I’m citing probability: Gallup’s research on millions of managers over the past 7 years revealed that companies choose the wrong manager 82% of the time. And if that’s not disconcerting enough, they found only 1 in 10 managers possess what they describe “the natural talent to manage”. 

Keep reading “The 9 mistakes you don’t know you’re making as a new manager”

Don’t solve the problem.

What makes a great manager isn’t the problems they solve, but the questions they ask. Start with these 16 questions here.

An employee comes to you and says, “I have a problem.” If you’re trying to be a great manager, what do you do?

Your initial instinct might be to roll up your sleeves. “Time to be the boss,” you think to yourself. You’re ready to step in, solve the problem and save the day.

Or something like that. You just want to be helpful.

In reality, your instinct is the opposite of helpful. Startlingly, when you jump in to solve a problem as a manager, it’s one of the biggest leadership mistakes you can make.

Keep reading “Don’t solve the problem.”

The 3 most effective ways to build trust as a leader

Based on data from 597 people, the best ways to build trust as a leader aren’t what you think they are.

How do you build trust as a leader? The answer seems intuitive enough.

For many of us, we hold company off-sites and run team-building activities. Informal lunches, monthly social get-togethers, and one-on-one meetings are part of how we build trust at work.

We also thank our team publicly and give employee recognition for a job well done. And, we strive to be transparent with company information during all-team meetings.

These are among the most popular ways to build trust because they work… Right?

Wrong.

Keep reading “The 3 most effective ways to build trust as a leader”

Delegate outcomes, not activities.

When it comes to delegating, invite your team into both the thinking and the doing.

Do you consider yourself “a doer”?

That person who enjoys doing the work, fine-tuning the details, meddling in the weeds of how it’ll all work? Then you probably have trouble delegating as a leader.

I know I do.

For so many managers and leaders — especially those of us who are used to be the person doingthe work and are now handing off the work to others — learning to delegate is, well, tricky, if not painful.

Keep reading “Delegate outcomes, not activities.”

The mindset shift of a manager

Becoming a new manager isn’t merely a change in what you do — it’s a change in how you think.

Becoming a manager for the first time is deceptively difficult.

No matter how many leadership books you’ve read or conversations you’ve had with mentors — the transition to becoming a manager is precarious.

Talk to any leader, and they’ll affirm this. “I was a terrible manager when I first started,” most will say. Myself included!

Keep reading “The mindset shift of a manager”

How to deal with a micromanaging boss

The 5 reasons why people tend to micromanage in the workplace – and how to manage up, and around them.

I’ve heard the phrase, “I have a micromanaging boss,” more times than I can remember.

I heard it again, just last week. This person asked me, “What do I do? Is there anything I can say to a micromanager? How do I manage up?”

Here’s what I recommended to him…

Keep reading “How to deal with a micromanaging boss”

Leaders, doing what you’re good at hurts your team.

Playing to your strengths as a leader doesn’t make you a good manager. Here’s why.

Of all the tips to be a good manager, “leaning into your strengths” has got to be one of the most frequently cited.

“Do what you’re good at. Focus on your strengths.” That’s the conventional advice we all receive. There’s no shortage of StrengthsFinders assessments and personality tests urging us to triangulate which strengths we should zoom in on.

However, I recently had a conversation with Peldi Guilizzoni, CEO of Balsamiq, on The Heartbeat. His insight on this topic turned my head sideways… in a good way. Peldi asserted:

“Doing what you’re good at hurts the team.”

Huh? Let me explain.

Keep reading “Leaders, doing what you’re good at hurts your team.”

Stop being so nice all the time.

“Being nice” can be a crutch to avoid hard choices and uncomfortable conversations. Don’t fall into this trap.

Leaders, stop being so nice all the time.

I don’t mean to sound like an asshole. But when it comes to leadership, it’s true: Prioritizing “being nice” keeps us from being good leaders.

Now I’m not advocating for us to be mean. Disrespectful or dismissive leaders help no one. Rather, I’m calling for us as leaders to loosen our grip on “being nice.” To stop wanting our team to like us all the time. To let go of the expectation that every single interaction with our team should feel good.

Truth is, our team isn’t going to like us all the time. Our team isn’t going to feel good all the time. And trying to be nice to everyone all the time isn’t going to change that. Nor is it actually helpful for your team.

When we’re preoccupied with seeming popular instead of fair, when we optimize for pleasant conversations instead of honest ones — we hurt our teams.

I was reminded of this most recently while I was reading The Watercooler, our online community with almost 1,000 leaders. One manager revealed he was facing this exact dilemma. He was seen as “The Nice Guy” in his company, always complementary, never critical. As a result, he was struggling how to start giving his team difficult feedback — and his team was floundering.

He’s not the only one.

Have you ever found yourself in one of these situations?

  • You avoided giving tough feedback to a coworker… and now the person has made even bigger mistakes than you previously imagined.
  • You didn’t tell someone that you disagreed with them… and now you have to figure out how to course-correct without blindsiding the person.
  • You postponed firing someone… and now have to do damage control for the low morale they infused throughout the team.
  • You said something was “great!” even though it actually wasn’t… and now you have to fix the level of quality for what was produced.

Many of us focus on “being nice” as a leader more than we should. And we pay a price for it.

Hiten Shah, founder of Kissmetrics and Crazy Egg, emphasized this point to me, in a recent interview. He warned that when you’re concerned with being nice all the time, “there’s a level of toxic culture that develops that’s hard to see, especially on a remote team.”

Prioritizing “nice” as a leader is an easy trap to fall into. Being nice fits into our desire for belonging and companionship as humans. We’re social creatures. We want to be liked. Inherently, there is nothing wrong with that.

But “being nice” becomes problematic when it becomes your rudder as a leader. It leads you astray. You lose sight of your purpose as a leader: To help your team accomplish a specific mission. Your barometer for success as a leader morphs from “Are we accomplishing our mission?” into “What does the team thinks of me?

Over time, “being nice” becomes your crutch. It’s a convenient rationalization to avoid hard decisions, uncomfortable conversations, and controversial actions. It’s easier to “be nice” than it is to have tell someone to their face that they’re rubbing a client or colleague the wrong way.

Ultimately, being nice as a leader is selfish. It doesn’t serve the team. It serves your ego. The team is looking to you to help them achieve a goal. And instead, you’re looking to have your decisions, actions, and yourself perceived as positive by them.

A leader is the only person’s whose sole job is help a team achieve the outcome they want to achieve. When you care about “being nice,” you’re essentially saying, “The needs of my team as a whole don’t matter as much as their perception of me as an individual.”

Instead of seeking to be nice, we should seek to be honest, rigorous, and consistent.

Or even better, we can seek to be nice and honest, nice and rigorous, nice and consistent. One of my favorite books, Crucial Conversations, discusses how being nice and being honest are not mutually exclusive. You can be both. The best leaders embrace this duality.

Let’s just stop being so damn focused on being only nice.


Claire is the CEO of Know Your Team – software that helps you become a better manager. Her company was spun-out of Basecamp back in 2014. If you were interested, you can read more of Claire’s writing on leadership on the Know Your Team blog.