3 Necessary Traits of Strong Managers

Regardless of industry, a very common assumption businesses make is that a very productive employee will make a very productive manager (and commercial cleaning is no different). If they’re incredibly proficient and innovative in their current role, certainly they’ll excel with running a team and perform at the same level, right?

Unfortunately, it’s rarely ever that simple. Great managers need to balance the ability to maximize production while also balancing the needs and strengths of the team around them. Doing so requires a certain skillset — some of it is natural, and other components can be taught. To get a clearer picture of what’s required, Talent Management outlined several key qualities that every leader needs. 

Ability to Manage People

 Among the top mistakes companies make when hiring managers is by putting too much emphasis on knowledge of the industry, accolades or certifications. While honing one’s craft is necessary to lead others in doing the same, those skills aren’t optimally (or even effectively) taught to others if interpersonal skills are lacking. The divide between being able to master a skillset but being able to manage a team of others to do the same is a common occurrence in businesses. The fallout can lead to waning inspiration among a workforce if a manager can’t understand the needs and strengths of their team. Studies have indicated that a shocking 57 percent of people have left their job before because of a bad boss. 

Consistent, Valuable Communication

 A strong manager ensures that members of the team aren’t confused on the direction of projects, how they are performing, or what their future goals entail within a company. By routinely checking in with employees, the likelihood of this can be reduced. The quality of “checking-in”, however, is equally important to the frequency. If the interaction feels disingenuous or one-sided, the employee will feel as if the manager is stopping over or giving a call just for the sake of doing so and checking a box. Some check-ins don’t even have to be specifically project related — it can just be an opportunity for employees to share their thought son their own position or ambitions they have for their role. 

Following Through on Adjustments 

It’s very easy for a team (manager included) to discuss positive changes that need to happen in a company — be it the way tasks or assigned or protocols for completing them. For any number of reasons however, enacting change is far more difficult than proclaiming it. Be it difficult workloads or simply the ingrained habits of employees themselves, the way processes are done or approached can remain stagnant even for productive, inspired teams. Managers can more effectively install changes by remaining consistent in monitoring them — much like checking in with employees themselves. Accountability systems such as checklists or routine reporting from team members on different tasks can help change the habits of how processes are done. 

The entire list of key leadership traits from Talent Management can be found here. For related tips, check out these five methods for boosting employee retention.