Building a Great Manager: Identifying the Right Candidate

Building a Great Manager - Part Two

When someone becomes a manager for the first time, their management skills are likely either non-existent or undeveloped. They may have the traits, potential, and desire to succeed as a manager but likely haven’t had the training or opportunity to fully develop the necessary skills. How can you position them to be successful?

In this article, we’ll look at how you can help a new manager succeed by:

  • Identifying the right person
  • Providing training & mentoring
  • Setting expectations & measurements
  • Giving rewards & encouragement

Identifying the Right Person

Not everyone is cut out for a management role. Being a great manager requires certain traits and qualities that are distinct from those of an employee. Gallup has stated that roughly one in ten people possess the traits and qualities of successful managers, as listed below.

  • Motivational – They motivate employees to take action
  • Assertive – They have assertiveness to get completions
  • Tenacious – They can overcome adversity and resistance
  • Accountable – They create a culture of clear accountability
  • Networkers – They build great relationships
  • Fair – They make decisions based on productivity, not politics

Source: adapted from: “Why Good Managers Are So Rare” by Randall Beck and James Harter, Harvard Business Review

If you’ve worked with the management candidate as an employee, you may have observed some of these traits in them. But be careful to look for someone with more than just a strong personality. Often, in some employee groups (technicians and installers, for example), there is one team member who everyone looks to for guidance and follows as an example. This is the lead dog, who may or may not make a great manager. They may just have a strong, charismatic personality that others are attracted to. Check whether they are helping others succeed. Are they driving the entire team forward or just putting themselves forward? Analyze what you’ve seen and dig deeper. They should be a team player if you plan to consider them for a management role.

Personality assessment can also help identify whether a candidate has the traits you are looking for. Recruit4Business can run an individual’s personality assessment against its library of management job descriptions to see if the candidate would be a good fit. This can save you time and money.

Here are three qualities to look at (beyond those already listed) as you consider managerial candidates.

One

Are they open to new ideas?

Managers must help the company and their team navigate change. If the candidate is not open to new ways of doing things, they may not be the person who can lead a department into the future. They should be able to listen to their team members’ feedback on improvement ideas. They likely won’t do this if they’re not open to new ideas. The ideal candidate may not be the person who has been around the longest, especially if they are unwilling to change.

Two

Will they exemplify your company values?

A manager should be an extension of a company’s owner and live your company’s values. Will the candidate represent your company the way you want them to with your employees, customers, and vendors? Will they be a team player? Sometimes, top-performing individuals may be more self-focused than company or team-focused. Be sure to take this into account as you consider candidates.

Three

What is their potential?

One of the toughest things to do is look beyond a candidate’s existing skill set and project where they could go. As difficult as it is, it’s important. Will the skills and mindset of the candidate be able to scale as their department and the company grows? Look for someone with the potential for great things, and don’t hire just for what you need right now. Keep in mind that training and coaching will be part of the candidate’s development. Start building a training outline for your new manager that includes one-to-one coaching sessions with you as the owner and management skills training from outside third parties. We’ll look at this more in the next section.

As you prepare to interview and assess candidates, build your list of qualities and skills – beyond work experience – you will look for. How are their organizational skills? Do they communicate well (verbally and in writing)? Are they more team-focused or more individual-focused? These are just a few to consider.

Want to know more about giving your new managers the tools to succeed and help drive your business forward? Consider attending BDR’s Creating the Next Generation of Company Managers workshop.

Want to know more about giving your new managers the tools to succeed?

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