Managers Must Manage

The other day, a colleague told me about one of his first tests as a new executive. He had recently been promoted when one of his direct reports — who had been a peer — recommended to him that an employee be put on a performance plan. When the newly promoted executive explored the situation a little further, he discovered the problem employee had actually received sub-par performance evaluations and been an issue in the department for more than three years.

What was the new executive’s message to his direct report? He communicated that it was clear the problem employee had consistently performed below the expectations for the position and needed to be terminated. And, oh yeah, if you’re not capable of managing this situation, then I will have to do it and it raises the question, “What do I need you for?”

That’s the thing, managers must manage. When you’re a manager there are certain privileges that come with the job, but even more responsibilities. “Manager” is defined as “a person who has control of an institution, business, etc., or a part, division, or phase of it.” The key word here is control. If a manager is in control of a part of the business, then he or she needs to take responsibility for all of the duties necessary to manage it.

Often people see the perks — the higher pay, maybe an office, the opportunity to call the shots — but they overlook all the responsibilities that come with the manager’s job. The manager in this story was reluctant to fully manage the situation and allowed a problem to exist for years.

Look, it’s not always fun being a manager. Sometimes you have to make difficult decisions. In this case, an employee needed to be terminated for not performing. That’s not an easy thing to do. Taking away someone’s livelihood shouldn’t be an easy decision, but sometimes it’s necessary. As a manager, you must be willing to face the difficult tasks that come with the job.

All too often, managers want to pass the buck. Instead of dealing with the tough situations that arise, they look for someone else to solve the problem for them. I can’t tell you how many times one of my managers has tried to get me to solve his problem. The bottom line is that it’s not my job to solve the manager’s problem for him. It’s my job to help him deal with the situation correctly. It’s my job to coach him, question him, and give him advice.

Sometimes it’s really tempting to take over for the manager. It’s often quicker to solve the problem for him than it is to coach him through it. But managers must manage. Taking over for the manager relieves him of the responsibility that comes with the job. And, as the newly promoted executive in the story above concluded, if the manager isn’t going to manage, then what is he needed for?

So here’s my advice for every manager:

1. Take responsibility for ALL the duties of your position — good and bad, easy and difficult. To be truly effective, you need to accept the responsibilities you’ve been given. You can’t be a good manager if you won’t deal with the tough situations that come up as a part of your job.
2. Get advice and input from your boss, but never, ever, ever pass the buck. Don’t let your boss do your job. And, especially, don’t allow your boss to handle the difficult tasks that come with your position. If you do, she might just ask herself what she needs you for.

Clearly, being a manager isn’t always easy. There are difficult duties and tough decisions that are just part of the job. But to be an effective manager, you must accept these duties as part of the job. If you avoid them, if you’re unwilling to make the tough calls, someone might just ask why they need you. In the end, managers must manage.