What does it take to be a good manager? Some say it’s empathy, others will say it’s transparency. The truth is, it’s a combination of many elements.
I surveyed and spoke with internal and external employees to discover the makers of a good manager. Whether you’re currently managing a team or are interested in doing so, keep reading to discover what we found out.
7 Skills People Managers Must Master, According to HubSpot Employees
Why do people really quit their jobs? Many will say it’s because of salary, benefits, or workload. However, studies show it’s usually due to management.
Studies show companies need good managers to retain good employees.
But what exactly does a good manager look like? What skills or strategies can you develop to ensure you’re considered a good one?
To explore this issue, we polled people and asked them to check off all the qualities they felt were most important for a great manager.
Respondents listed these top three qualities or skills:
- 58% said, “They trust me to work autonomously.”
- 46% said, “They are empathetic and understanding.”
- 45% said, “They give me useful, clear feedback.”
Other answers included a willingness to teach, interest in career growth, strong communication skills, awarding credit, and inviting fresh ideas.
Along with this data, I consulted my colleagues to get their thoughts on what makes a people manager effective. Here are 7 crucial qualities of a great team leader.
1. Good managers help employees navigate change.
Consider the last time you experienced change within your organization.
I’m willing to bet the change felt daunting at times. Fortunately, good managers can mitigate the negative or ambivalent emotions that arise from change.
“The strongest managers are ones who can help their teams navigate change in a very personal way,” Christine McLaughlin, a senior project manager on HubSpot’s Sales Leadership Enablement team. “I’m a firm believer that every challenge presents an opportunity. But, because we’re human, we can’t always see the opportunity from the start.”
McLaughlin adds, “Our personal life, mental health, physical health, the last meeting we had, the next meeting we’re preparing for, all play a role in influencing how we perceive change. Do we view it as a challenge? An opportunity? A setback? A relief?”
“Strong managers can translate change for each individual on their team. They meet their teammate where they’re at and help to answer their questions and concerns to bring them to where they need to go.”
How can you do this? Start by fostering psychological safety, so your employees feel comfortable mentioning how they feel about a certain business change. Then, listen carefully to their concerns and work on providing solutions for those issues.
For instance, let’s say your team has experienced a reorg and one of your direct reports is concerned her role is going to change as a result.
To mitigate those concerns, consider creating a document that outlines which (if any) of their responsibilities might change as a result of the reorg — along with some new opportunities they can pursue to continue developing their professional skills.
2. Good managers are open and transparent.
Trust and transparency are undeniably critical components of good leaders — and, post-pandemic, this is continuing to rise in importance.
In fact, Edelman’s most recent 2021 benchmark barometer on trust in leaders found employees ranked “good employee communication” 44 points higher than in the previous year.
Keri Polmonari, HubSpot’s Manager of Customer Success on the SMB team, believes transparency to be one of the most important attributes a good leader can possess.
“Business changes — like changes in department goals, processes, or personnel — can be difficult and overwhelming,” she says, “when everyone understands the why behind these business changes, they are more open and understanding of implications this could have on their jobs, both positive and negative.”
She adds that transparency builds trust, fosters relationships, and creates organizational alignment, all key components of a company’s and individual’s success.
3. Good managers encourage vulnerability.
When was the last time your manager started your 1:1 with a slightly more personal question, like, “How was your birthday this past weekend?” or “Read any good books lately?”
These questions ultimately help encourage vulnerability by creating space for you to share information about your life outside of work — and they can go a long way toward creating stronger bonds.
“Whenever I start a new role or inherit a new team, I begin by enabling and encouraging vulnerability,” said VP of marketing at Trusted Health, Jill Callan. “This helps me forge strong bonds with my direct reports and allows them to be comfortable to share ideas and admit weaknesses.”
Callan adds, “I’m also very intentional about getting to know my team as individuals and learning about their lives outside of work. Taking the time upfront to build a strong, authentic relationship with my direct reports helps us tackle inevitable tough challenges down the line.”
To encourage vulnerability, consider how you might increase your own openness with your team. For instance, perhaps you admit when you’re feeling overwhelmed with childcare duties, mention a Netflix show you’ve been binging, or simply chat about the gardening hobby you’ve picked up.
And embrace vulnerability by admitting when you’ve made a mistake or you’re feeling overwhelmed — it will help your employees feel comfortable admitting the same.
4. Good managers find ways to supplement their team member’s weaknesses.
I once had a manager who repeatedly sought out learning and development opportunities for the areas we’d determined as weaknesses of mine. She would often email me public speaking courses, or data & analytics workshops.
As a result, I continued to grow professionally, and I felt challenged. This is what a good manager does: Continues to keep a direct report’s weaknesses in mind, and provides guidance to help them improve.
Former HubSpot Senior Manager Christina Perricone concurs.
“Good managers find ways to supplement their team member’s weaknesses,” she said. “Each of us has skills that come naturally to us, as well as skills we’re not so great at.”
“An attuned manager can identify an individual’s weak areas and will surface resources or offer guidance to assist in those areas.”
With this in mind, take stock of your team’s weaknesses and actively pursue resources that can help your team develop their weaker skills.
Additionally, use the hiring process to create a more well-rounded team by identifying the strengths and weaknesses of existing employees.
As Perricone says, “Good managers are skilled at balancing out their teams by recruiting talent that can fill in the skill and experience gaps, thereby creating a more well-rounded unit.”
5. Good managers work for their employees — not above them.
You might be thinking, “Managers work for their employees? Isn’t it the other way around?”
Actually, a manager, like an employee, is more effective when they’re an active team player.
While an employee’s job is to fulfill tasks within a job description, a manager’s job is to make their team successful. To do this, a manager shouldn’t be afraid to chime in during meetings, assist on projects, or help their team grow or succeed in other ways.
For instance, consider asking your direct reports during a 1:1, “Is there anything you need me to do?”
This question can be translated in multiple positive ways, including:
- “Are there any blockers I can remove for you?”
- “Are you waiting on a decision from me on anything?”
- “Are you working on an idea that you want to share with me?”
- “Is there something going on in your world outside of work that’s competing for your time and attention?”
Ultimately, a good manager considers it their primary job to make t