Q. I’d love to get some advice on management, as we recently hired a new (male) intern who is only a few years younger than I am. We’re still building the foundation of a marketing team at our startup so this is a crucial time for us, and I am happy to be given this opportunity to grow into a managerial role.
- What sort of skill set should I be developing?
- What kind of guidance and mentorship should I be provided to my younger colleagues?
- How can I be friendly and supportive while still firm when it comes to younger colleague meeting my expectations of how projects should be completed?
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A. I have been sharing answers and insight from three 40-something women, all successful in careers that required managing others with grace under pressure.
The second response is from a 40-something woman who developed her management chops in marketing strategy for a global Web services company and went on to become the director of marketing for a computer software company and a leading non-profit/conservation organization. You can see the first answer here.
1. What sort of skill set should I be developing?
A big part of people management, in my opinion/experience, is knowing your audience. As a marketer, this should make sense to you and, hopefully, be easy to apply in the work place, as well! Some people need things explained in great detail, while others can take a high level explanation and run with it, for instance. Some people will need to be managed very closely, others not as much. Take the time to get to know the personal work styles of your direct reports and manage them accordingly.
2. What kind of guidance and mentorship should I be provided to my younger colleagues?
One of my first managers was very good at encouraging my strengths and helping me to improve on my weaknesses. This made me a happier employee, helped me to carve my career path, and to recognize and learn to compensate for my weaknesses. I always try to apply this when mentoring others. I tell them that we all have things to do in our jobs that we don’t like and/or aren’t quite as skilled at, but let’s try to focus on and cultivate your strengths while working on the weaknesses.
3. How can I be friendly and supportive while still firm when it comes to younger colleague meeting my expectations of how projects should be completed?
Remember that your employees need and want a strong manager and mentor. They want to look at you as someone they can rely on and learn from, and someone who will go to bat for them. If you focus more on being their friend than their manager, you risk losing their respect and confidence in your ability to be a strong manager. Look around you and find examples of people who you think are friendly and accessible, but still very much “in charge” and respected.
I also find that providing the big picture is helpful in this regard. Think of the difference between hearing these two statements from your boss:
“That ROI analysis you’re working on needs to be completed and in my in-box by 4:00 today.”
-OR-
“Mary, the SVP, is under the gun to make a decision on a new vendor by tomorrow a.m. Alicia (her boss) has unexpectedly been called into a meeting in San Francisco and she wants this wrapped up before she leaves because she won’t be accessible. So unfortunately we have to hustle and complete the ROI analysis by 4:00. If you foresee any obstacles to that let’s discuss it now and figure out a solution.”
In the first statement you’re giving them stress and resentment. In the second statement you’re giving them perspective which should result in their motivation to not want to let the team down! You’re offering the opportunity to discuss concerns and help find a solution, but being firm. You are friendly and supportive yet clear on expectations.
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