In the fast-paced ecosystem of accounting, managers often find themselves navigating a tightrope — balancing their voluminous personal workload with the equally critical charge of leading a team.
This relentless push and pull creates an underlying tension where dedicating time to "people management" can seem like a luxury rather than a necessity. The time required to truly manage, mentor and guide a team slips through the cracks — often unnoticed until the repercussions ripple through the team's performance and morale.
It's in the crux of this tension where many well-intentioned managers find themselves at a crossroads. The truth is, effective people management isn't about finding extra hours in the day; it's about creating a balance between task completion and team leadership that leverages the limited time available.
With these three actions that will instantaneously make you a better people manager, these actions are not a call to do more, but to do things differently — to integrate people management into the cadence of everyday tasks in ways that are effective, yet do not demand additional hours from your already busy schedule.
Provide a why
Imagine attempting to complete a puzzle without the guiding image on the box. It's a challenging, if not perplexing, endeavor where each piece's placement becomes a guess rather than an informed decision. This scenario mirrors the experience of team members operating without understanding the why behind their tasks. Without the big picture, they are left to navigate their roles without clarity, much like trying to solve a puzzle in the dark.
As a leader, one of your most impactful roles is to illuminate the path for your team by consistently providing this big picture or "why." Taking the time to share the rationale behind your decisions, the strategic thinking that informs your chosen approaches, and even why certain paths are avoided, is invaluable. This clarity doesn't just inform — it transforms. It makes each task more meaningful, enables more nuanced decision-making and cultivates a deeper sense of judgment.
When you explain the why, you're doing more than just sharing information; you instill a feeling of being valued and included for your team members. Sharing the why is a simple act with compound benefits — it educates, empowers and engages, fostering a team dynamic where every member feels seen and integral to the journey ahead.
Empower decision making
Many experts advocate that an individual should ideally have the autonomy to make about 90% of the decisions that align with their level of responsibility. Yet, a crucial question arises: How proactive are we, as leaders, in clarifying the boundaries of decision-making for our team? Recognizing the zones where team members can independently make choices versus where they need to seek our input or get explicit approvals is paramount.
I refer to this crucial leadership action as "establishing clear guardrails." This isn't about micromanaging or restricting freedom; it's about providing a clear, empowering framework within which each team member operates. When assigning responsibilities, it's essential to delineate three key areas:
- Independent decisions: Spell out the scope in which team members are encouraged to make their own decisions, reinforcing confidence and initiative.
- Informed decisions: Identify scenarios when decisions should be made autonomously but with an obligation to keep leadership informed — balancing independence with oversight.
- Approved decisions: Clarify instances where decisions require direct leadership approval before proceeding, ensuring alignment with broader objectives and risk management.
This strategic approach to empowerment not only provides team members with a sense of autonomy but also lays a foundation of trust and transparency.
Engage the human side
The turbulence brought on by COVID-19 spotlighted the significance of our shared humanity in the workplace. According to a Gallup poll, employee engagement rates actually peaked during this challenging period — one reason, arguably, was the shift in our interactions, emphasizing a more empathetic, human approach. The focus of the conversation pivoted from transactional queries like, "How is the task progressing?" to compassionate check-ins such as, "How are you and your family coping?"
Although the tug of human connection seems to be ebbing since the heights of 2020, especially as workforces become more remote or dispersed, maintaining a closely knit team regardless of physical distance is very achievable.
So, how can you do this? Here are a few actionable strategies:
- Kickstart team meetings with an icebreaker: Instead of jumping straight into business talk, open your meetings with light-hearted questions, e.g., "Would you rather have a permanent unibrow or no eyebrows for the rest of your life?" This brings a dash of fun and helps ease everyone into the meeting.
- Humanize 1:1 check-ins: In addition to traditional work updates, take time to discuss personal aspects — ask about your team members' families, interests or hobbies. This personal interest boosts morale and shows that you see them as more than just employees.
- Onboard new team members with a peer introduction: Instead of a traditional introduction, assign another team member to interview a newly hired individual. The interviewer then presents the new hire to the rest of the team. This approach encourages strengthening inter-team connections and assimilates new hires into your culture more efficiently.
The kernel of these strategies is intentionality. Being mindful and deliberate in your approach goes a long way in fostering a more connected and high-functioning team, regardless of work location.
Embrace the journey you're on as a leader. Within your hands lies not just the responsibility of tasks and timelines but the remarkable power to shape, inspire and guide your team through both challenges and triumphs. Remember, the actions you take, the decisions you empower, and the empathy you show weave the fabric of your team's culture and performance. And as you employ these methods, watch as your management style evolves, not by adding more to your plate but by enriching the way you lead. Forge ahead with confidence knowing you can be a leader who brings out the best in those you have the privilege to guide.
