How To Find a Great Manager
Most people have had a “bad” manager and never want one again.
Here is how to find a good one.
Simply put, interview your potential manager.
Most people skip this step.
Perhaps they feel it is inappropriate or have never thought of doing so.
They look for a job. They research companies and groups, work hard to choose between this role and that role, but rarely take extensive steps to vet the manager.
Yet your manager has more impact on your happiness and your success than the company or the specific job role.
My career surged forward under good managers and stagnated when I had less supportive leaders.
This is a common experience.
3 simple ways to dig deeper into a manager.
Look at what they share on social media. As an example, I have dozens of articles and videos about my leadership approach. What does your leader’s public profile say about their concern for their team?
Talk to their team. Network online or ask to have coffee. Interview the people who work for the manager, or even better, people who used to and have moved on.
Interview the boss. Ask questions like:
“What are the key traits you value in your team?”
“Tell me about a time when you helped an employee grow?”
Then comes the hard part…
You may need to choose the lesser salary at the smaller company to end up with the better boss.
Be wise and make this tough choice.
Most people do not realize that finding a great manager is actually more important than the job or the company itself.
Your career will go further with a great manager in a relatively modest role and company than it will at the best company with the wrong boss.
But people chase working at Google rather than working for the right person.
Over time, the quality of work you will be able to do when you are happy in your role, combined with a supportive manager, will advance your salary and your career further, faster, than the big-name company.
You have to have the discipline to choose the long-term good ahead of the short-term gains on paper.
Next, before comments fill up in defense of “bad” managers, let me say 2 things.
A manager who does not fit with your style may be bad for you but great for others. Work style matters. I’ve worked for a manager that others loved or disliked. His style worked incredibly well for some and not for others, including me. Not everyone likes chocolate ice cream, either. It’s OK to acknowledge that someone might be great for many, but not for you.
It is tempting to feel you have a “bad” manager when that person is giving you feedback you do not like. Often, such feedback is a blend. Some of it may be based on the manager’s style and might be that they simply want you to do your work their way. But often there is some kernel of truth in that feedback. A “bad” source can still have some valid observations. And since we all have areas of improvement, be careful not to use dislike of a manager or discomfort over being told we need to improve as a reason to ignore the feedback.
The telltale sign here?
If you are on your third consecutive “bad” manager, there are good odds that you have some areas to look at yourself.
A final note — I promised to write about how to choose a career coach. I realized that the methods of choosing a coach and a manager are essentially the same and that everyone worries about having a good manager. But if you have been wondering about how to find the right coach, the process is the same. Check out what the coach shares online. Does it resonate? Who else have they coached you can talk to? Ask them who fits them and who does not as a client; if they have no clear answer, be concerned.
Audience Insights
I have consolidated additional ideas worth considering from my LinkedIn audience, including:
Straight Truth: good managers may also move on (new team or company) after you join. Thus, it is important to gauge the overall company culture and the type of leaders it encourages. When you have the offer, ask for time to have lunch with the team as part of the “sales/negotiation process.” This is when you ask direct questions about the leadership culture. Do not settle for broad/general answers, dive deep and ask pointed follow-ups (just like they did to you during the interview process).
The idea of interviewing your employer is daunting for most. Yes, many people simply lack the privilege of being in a position to be choosy about jobs. If you must accept whatever job you can get, you are in a challenging spot and your best path may be to deal with it while you strengthen your position for the future. For those who have choices, cut through the “standard process” and interview your employer. If a company will not let you speak to the manager, that is a red flag.
Chameleon Theory of Management: One “controllable input” to develop is the ability to adapt to the styles of others, such as a manager who is poorly suited to you. For example, be more detailed oriented when a manager likes details or big picture when the manager likes big ideas. The same can be applied to communication (e.g. written, verbal) and reporting (e.g. lots of check-ins and status reports vs few). Click here for more guidance on “Career Controllable Inputs.”
Two controllable things you can do to influence your manager:
Clearly understand what you need. Not just what you want, but what change you would be asking for in your manager (not complaints). What are the smallest, simplest set of things you need from your manager to alleviate 80% of the pain?
Polietly ask your manager if they can accomdate. Be specific. Have examples. An example opening:
“Hi XYZ, I was wondering if you would consider making some adjustments that would help me do my best for you. Do you recall how on Project X and in Situation Y you asked for extra reporting? I experience those requests as a lack of trust and autonomy. Do you think given my track record we could work together where I report only once a week or when there are major problems?”
Learn How to Manage Up Successfully
A common question I get: “How do I build a more productive and supportive relationship with my manager and skip-level?”
My course Managing Up Successfully covers difficult situations including giving your manager feedback, how to enlist your manager into supporting your career, and clarity on how managing up to peers and your skip level are the same and different.
Watch the below course introduction video to see what you get.
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Level Up is a free newsletter from retired Amazon Vice President Ethan Evans that breaks down how he succeeded and how you can get to the next level.