Book Demonstration
Not all managers are created equal. Some are downright awful, whereas others can push us faster towards our life and career goals. But knowing a good boss from a bad boss isn’t always easy at first glance - and it’s often too late, by the time realisation sets in.
So we thought it might be helpful to give you a quick 14-point checklist, on what you should expect from a decent manager - the type who will not only push their team to get the work done, but who will also push each individual member to become the best version of themselves they can be.
If your manager talks in riddles that you spend hours trying to solve, then this is a big red flag.
Good managers are great communicators - they know how to tell you what they expect, and will be open to two-way communication if you have an opinion, or need to ask a clarifying question. Of course, clarifying questions are rarely needed with a manager who communicates well - because they normally say it clearly the first time round.
Good communicators will also improve over time, as they get to know you and adapt their style of communication to suit your personality.
That doesn’t mean they constantly criticize your mistakes. It also doesn’t mean they blow smoke up your back side to try and inflate your ego. It means they constantly let you know how you’re doing, not only to show you where you could improve, but also to give you confidence through positive reinforcement when you’re doing things well.
A good manager will always hold their hands up and take responsibility if they have made a mistake.
The stereotypical “boss” will often hide behind their team, looking to place blame for mistakes on those beneath them in order to further their career. But truly good managers know that you need to make mistakes in order to move forward - and they also know that by being accountable for their actions, they will build trust within their teams.
So the next time your manager mucks something up? Watch carefully to see how they handle it.
Some managers struggle to let go of responsibility. And despite having a talented team surrounding them, they insist on doing everything themselves. This is not good management - not only does it risk burnout and bottlenecks, but there’s no guarantee that their method is the best way of doing things.
Good managers hire talented people and then give them the right responsibilities at the right times. In fact, many studies have been done, looking into the impact of delegation on team performance - such as this paper here, published in the Journal of Economics and Management Strategy.
A good manager will trust you to do your job, and do it well - their role should be more of a supporting and nurturing role, giving you the tools and the motivation you need to get things over the finish line. Therefore, you should look at whether a manager is effectively spreading responsibilities across the full team - or whether they are hoarding too many tasks in their own personal to-do list.
Of course, being able to delegate does not mean that a good manager should sit in their ivory tower handing out petty commands, while they live the life of luxury!
The best managers are not afraid of hard work, and will lead alongside you - for example, by getting actively involved when you need their support, or by showing you how something is done if it is a skill or a task you’re less familiar with.
Whether it’s a professional opinion, or simply a personal lifestyle choice, you should expect your manager to show you respect. This doesn’t always mean they must listen to what you say, or agree with what you do… but it does mean that when you make a professional contribution, they listen in earnest to what you have to say. And it means that if they disagree with your personal beliefs or lifestyle choices, that they are mature enough to withhold their judgement - unless, of course, respectful discussion is appropriate during a conversation.
OK, so although good managers do need to take input from their teams - and encourage team decision-making - they shouldn’t be dictatorial. And actually, great managers know when - and how - to be decisive.
Sometimes, teams suffer from “analysis paralysis” - when they’ve tried to work a problem for so long, that nobody can come to an agreement on the best way forward. In situations like these, you should expect your manager to step forward, and use their experience to take charge of the situation.
The job of a manager is not exclusively to motivate their team. But if your manager isn’t helping you to feel motivated when times get tough? Then they’re probably not doing their job right.
Good managers can sense when the mood is low, or when productivity is slipping due to burnout. And the best managers know how to pick you back up, and re-light your fire!
Empathy is a trait that helps managers understand and relate to the feelings and perspectives of their team members. Some say it is an innate ability, rather than a learned skill - but either way, you should be expecting your manager to at least make a valiant effort at showing empathy.
Studies such as this one by the Center for Creative Leadership, have found that managers who show empathy towards their team members tend to be viewed as better performers by their own bosses. Or, in other words, they tend to get the best results from their teams.
Any manager worth their salt knows that team members crave recognition when they achieve something awesome. You should therefore expect your manager to highlight the things you do well, and reward you for them.
This doesn’t always mean a financial reward or a bonus - they’re already paying you a salary to do your job. But whether it’s a personal thank you note, or an announcement in the company Slack channel, receiving recognition for your achievements is something all employees should expect from a good manager.
We find it hard to trust people who break promises - which is probably why we never trust politicians.
When it comes to managers, we should be expecting them to stick to their word. It doesn’t mean they need to promise us the earth - just that when they do promise us something, they follow through on it.
If a manager promises to review your pay or your position in the next three months, then you have every right to be annoyed when you’re still waiting 6 months later. A good manager should set realistic expectations, and then ensure they always meet their side of the bargain.
Managers need to have good time management skills, especially if they are expecting the same form the people they manage. Effective time management allows managers to prioritise tasks, meet deadlines, and ensure that the team stays on schedule - so you should expect your manager to be at work on time, and delivering promises according to the deadline they’ve set.
Several studies show that managers with good time management skills are overall more effective managers - so look out for this key skill.
Things don’t always go according to plan. But you should expect your manager to always keep a cool head, to be the voice of calm in the storm, and to push through any situation with a positive attitude and a never-say-die outlook on the situation.
It is your manager’s job to lead by example, and if they are taking a negative approach to everything, this will quickly rub off on the rest of the team.
Conflicts are inevitable in any team. But a good team manager can mediate disputes and resolve conflicts in a way that maintains team harmony and keeps productivity on track.
Research from the Journal of Applied Psychology tells us that teams that are cohesive, tend to perform better. It therefore stands to reason that a manager who can settle tensions and disputes, will run a more effective team.
These are, of course, just 14 of the traits you should expect from your manager. There are many more traits that good managers exhibit, and of course you should not expect each good manager to be a cookie-cutter-clone of the next - allow for individual differences and personality fluctuations!
Ready for another read? Check out this article on the difference between great managers and natural leaders, and this piece looking at why it's important for managers to understand contagious emotions.
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