The criteria for “best manager” is quite subjective, but hopefully everyone’s had (at least) one by now.
Read MoreAs I mentioned in a previous article, managing people is a completely different skill set than technical job skills. Just like food, what you think is “best” can differ tremendously from someone else’s perspective.
Are managers born or made?
The politically correct answer is made, but there are certain traits that can’t be taught.
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Google is the pioneer of offering perks to attract top talent, and imitation has become the sincerest form of flattery. A friend of mine who works at Google HQ describes his situation as “too good to walk away from” — even when he gets bored. Free food, snacks, shuttle, laundry, etc have a way of doing that.
The startup scene has followed suit, and escalated to the point where if you don’t offer perks, you’re not considered relevant.
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On a weekly basis I spend the bulk of my hours at work meeting 30 individuals via Zoom for 30 minute check-ins. During that time we cover a myriad of different metrics that rate their performance, but I choose to focus on three things:
1. Connecting — Technology has widened the talent pool, but also breeds disconnection. Instead of being concerned about physical location as a barrier, I try to immerse myself in a session as if we were in the same room. Human connection is a powerful thing no matter where you are. Relationships are formed over time through trust regardless of distance. Working remotely can present challenges, but with empathy, active listening and genuine care the virtual gap can be closed. Think of having a conversation with a friend over coffee. The same principles of building a friendship apply here. Connection is the foundation for any working relationship to thrive.
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