Our trio recently engaged in a fruitful conversation with M., a manager who has dedicated nearly half of his professional life to the company. Our discussion centered around a fundamental question: what defines a good manager/leader?

Each of us provided different answers, reflecting our unique perspectives and definitions. Personally, I believe that answering this question requires introspection about the kind of manager/leader I aspire to be. For me, both questions—what constitutes a good manager/leader and the type of manager/leader I aim to become—should yield the same answer.

My response to this question came easily, as I’ve long been observing various managers/leaders across different companies. Having previously held a managerial position myself, I must admit that I wasn’t always the type of manager I aspire to be now.

Image from HBR Staff/Miguel Navarro/David Malan/Getty Images

I began by sharing my view with M.: a good manager is someone who can effectively balance the needs of their team members with the goals of the company. I explained that I’ve observed many managers/leaders who lean too heavily towards one side of this balance. Some are overly focused on their team members’ well-being and are praised for their loyalty and advocacy. However, they often overlook the overarching goals of the company.

Conversely, some managers are excessively goal-oriented, like I was in my previous role, prioritizing results at the expense of their team’s morale.

Fortunately, I’ve learned from my experiences in my current role, where I strive to strike a balance between people and performance.

How can this balance between company needs and employee satisfaction be achieved? How can managers/leaders navigate the realms of analytical and emotional intelligence without compromising one for the other? These questions underscore the delicate nature of managerial leadership and the importance of maintaining equilibrium.

Another member of our group – E., who has also recently promoted for a managerial role, offered their perspective: a good manager is someone who can guide their team through both favorable and adverse circumstances. Reflecting to what he shared, they likened a leader to a captain who steers the ship through calm and stormy waters, demonstrating their situational leadership in various contexts.

Our conversation culminated with M.’s profound insight: the importance of leaving a positive footprint as a manager. Although I can’t recall every detail of M.’s words, the essence of their message has stayed with me. For me, this notion serves as a guiding principle in my actions: what footprints do I want to leave behind?

This question encapsulates everything for me. Whether making business decisions, managing people, or advocating for my team, I constantly evaluate the impact of my actions on both individuals and the organization as a whole. Ultimately, I strive to build a foundation that empowers my team members to succeed beyond my tenure and ensures a smooth transition for whoever takes over leadership in the future.

To achieve this vision, I’ve outlined several principles I intend to implement:

1. Say what you mean, and mean what you say.
   
2. Prioritizing the needs of my team members over my own: Strong employee-manager relationships are formed when managers prioritize the needs of their employees over their own. This doesn’t imply prioritizing individual needs over those of the company, but rather placing the needs of team members above personal interests. Previously, the focus may have been solely on achieving goals, but now the emphasis is on ensuring that team members can celebrate goal accomplishments together, rather than managers solely reaping the rewards of team achievements.

In conclusion, our discussion with M. has provided valuable insights into the essence of effective management and has inspired me to reflect on my own leadership journey. By embodying the principles of balance, resilience, and positive impact, I’m committed to becoming the type of manager/leader I aspire to be.

Lynn by Linh