One of the unexpected but illuminating consequences of spending the last nine months OoO and/or WFH is the spotlight on the role of the manager in most organisations. I’ve talked before about how managers manage and leaders lead, but my interest this week is on how lockdown has affected the role of the line manager. We all like to think we are good managers, but how have we been conducting ourselves? Check these pointers out:
Good behaviours: Talk Talk
- Comms: Keep in touch with everyone, separately and as a team
- Access: Stay visible to all, and indicate availability
- Time: Make time for people, both to formally engage and to informally chat
- Rapport: Put yourself in their position, understand their specific challenges, and empathise where necessary (See The Art of Saying No)
Bad behaviours: Stalk Stalk
- SpyCam: Keep tabs on staff, demand detailed timesheets, check head movements, keystrokes, loo breaks, etc
- Flogging: Booking back-to-back video conf meetings for 100% of their contracted time to ensure they are busy
- Invisibility: Unavailable to your minions as you’re too busy/important/indifferent
- Asset Management: Your staff are only human resources so just treat them as another line on a spreadsheet
How to person-up and exceed as a manager: Walk Walk
Grasp my gnomic guidance to become a cracking (not literally) post-COVID chief:
- Don’t be remote when you’re remote
- Two ears, one mouth; two speakers, one microphone – remember to STFU & listen
- Be there to be leant on rather than lean on them
- Offer structure not discipline (unless you’re an S&M business)
- Set clear outcomes not micro-management
- Let It Go but become more visible
- Help not harass
- Know when to Direct, Coach, Support or Delegate (re-read your One Minute Manager book)
- Book 50 min meetings instead of the full hour to allow for proper comfort breaks and prep
- Generate energy for your team, don’t suck it out of them
- Turn off the bloody cameras for your calls to reduce stress
S.W.A.L.K. S.W.A.L.K!
John “1 Min Moenager” Moe

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