Manage Things, Not People

As leaders, we often also have management responsibilities. I think it is important to remember that we should manage things rather than people.

We can manage money, time, processes, and projects so that our goals and objectives are achieved.   Interactions with other people on the team should consist of guidance, support, encouragement, and access to information and resources. It is not usually necessary to tell others what to do or how to do it; however, agreements about behavior can be developed through dialogue. Shifting management from people to things keeps us focused on our goals; it challenges us to always think of process and project outcomes rather than the minutiae of specific activities. It also creates space for freedom of expression, creativity, and innovation.

I have also found that some people have been conditioned to desire specific direction in their work. Others may not be a good fit for their job or the organization and therefore detailed instructions, if not termination, are required. By getting to know each individual employee, we can determine how to best support and lead each person so that they can realize both their human potential and organizational goals.

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