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If I could change one thing that keeps “good” managers of people from being<strong> great</strong><em> </em>managers of people, it would be to redefine what being a “good” manager means.
<h3><strong>The Good Manager</strong></h3>
Many think a good manager of people means being…
<ul>
	<li>the problem-solver?</li>
	<li>the answer-giver?</li>
	<li>the obstacle –remover?</li>
</ul>
Though satisfying, this is a trap.
<h3><strong>The Trap</strong></h3>
Early in my career I was working with Alex, a shop floor employee who desperately wanted to be promoted.  He asked me to help him develop and plan for this.

He and I went over the skills and experiences needed for him to be a good candidate for promotion.  Over time, though, it became apparent he didn’t want to put in the work.  It was just about getting his ticket punched.

I was so frustrated with not being able to get through to Alex about doing the work to earn the promotion.  After all, he did have skills and talent.  It’s not like he wasn’t capable.

One evening I went for a walk to think this over.  I was bending my boyfriend’s ear with my frustration over Alex. Then it occurred to me that Alex was probably not as stressed out over this as I was.

Oops, I had fallen into the “good” manager trap.  That’s the moment I had my <strong>great</strong> manager epiphany.
<h3><strong>Get Smart. Go From Good to Great</strong></h3>
Alex was really ticked off at me because of what he had to do to earn a promotion.  Our development discussions morphed into him complaining about what he described as the unfairness of the process.  I quit trying to convince him otherwise.  I just kept reminding him of what was required to advance and how he could accomplish that.

If you are devoting more effort than the employee to their advancement or improvement, stop right there and return the responsibility back to where it belongs.

Holding them accountable doesn’t mean you abandon the under-performer, the problem employee or the ones like Alex, who have aspirations but no intention of putting in the work.  As I did with Alex, get really clear with them about<strong> their</strong> responsibilities and the consequences of<strong> their </strong>choices.
<h3><strong>The Payoff</strong></h3>
When you notice what’s going on and take different action, you will gain time to spend more productively… on your own job, your self, and other employees who are willing to accept your guidance <strong>and </strong>hold pull their own weight.

What other limiting beliefs get in the way of becoming a <strong>great</strong> manager of people?

<span style="color: #888888;">Image: BigStockPhoto Contributor Goosey</span>

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