Managing People. Why is it the Hardest Job in the World?

Managing people has often been cited as the hardest job of leadership, with two opposing views. Is it a “necessary evil” that comes with authority and career progression? Or is it a driver for leadership success, even in an era where technology and efficiency are deemed to be key drivers of productivity? Martina Doherty weighs in on the biggest issues

I am sure that many of us have worked with some great managers in our time, but equally I am sure we have all had some terrible bosses too – you know, the ones who completely lose it when markets make an unexpected move in the wrong direction, or those who operate a command-and-control regime where their way is the only way to do things; no discussion necessary.

As a manager myself in times gone by, however, I also know how hard it is to manage people – especially with the expectation that everyone will behave rationally, that they ‘get’ what needs to be done and why, and that they do things exactly as needed, This is an expectation which has nearly always led to surprise, disappointment or frustration, yet it is often the most embedded in managers and leaders, especially in a markets environment when most have a ‘day job’ with performance targets that are rarely rewarded on high levels of emotional intelligence or the ability to manage difficult people.

As a leadership coach I work with many managers who struggle to understand why their communication of future plans and targets are met with bored silence in team meetings; or why certain individuals constantly question or criticise projects and initiatives when initially communicated; or why others get upset and defensive when asked to make some necessary organisational or procedural change. These are also reasons that put many potential leaders of the future off the idea of management completely – understanding and managing people is hard!

But it is also important. Research shows that a manager has more impact on employee mental health than a therapist or doctor, and tells us that managing people affects real lives. Managing people is also necessary as it’s upon the backs of ordinary people that wealth and power are created, but is it a “necessary evil” in a management role, as recently described by one of my clients; one that no one really opts in to, but is automatically part of the process of moving up the corporate ladder?

Regardless of which side of the argument you support, I think it’s it fair to say that the biggest problem with managing people is people. They’re a mystery.

And it’s no wonder. Despite years of education, few of us are taught anything, or very little, about how people work, what they need, or how our own behaviours have a ripple effect on others. Even those who have received training on how to have difficult conversations, give feedback, become more empathic, or to be a better communicator, struggle to get it right all the time. In reality a one-size-fits-all approach doesn’t cut it.

Every single one of us has a different combination of values, expectations and life experiences, so expecting to manage someone who has been in a job for 20 years in the same way as someone who has been there for six months is completely unrealistic. Saying that, when working at breakneck speed, with not enough hours in the day to do everything that’s required, a personalised approach to managing every different personality on a team is also unrealistic.

But like all things in life, there is a happy medium – and that starts with changing how we think about management – for both the benefit of those who manage and also those who are managed. [A point to note: management and leadership are not separate functions. To quote Andy Grove (via Kim Scott in Radical Candor), “management and leadership are like forehand and backhand. you need both to win”. But for simplicity, I refer to the business of running a group of people primarily as “management” and the people who do so as “managers”.]

Although management is a learned skill is it is not predominately a cognitive pursuit; and this misunderstanding is where the main problem often lies. Reaching management status in the world of finance is generally achieved on the basis of technical expertise, performance, or a combination of both – and these are generally associated with cognitive excellence. The reality however is that good management requires a skilful and discerning use of both cognitive and emotional talents and tools. For example, setting goals requires clear, rational thinking, but these goals then have to be communicated in such a way that resonates with seniors and peers and that motivates the team – and that means emotional connections, relationships, the ability to inspire.

Being a good manager is to realise that people are complex, messy and at times crazy – including yourself!

Good management is about constantly balancing emotional skills — self-awareness, human connection, communication — with cognitive insight and delivery — building strategy, critical thinking, monitoring progress. It’s not an either-or; the two skill-sets go hand-in-hand.

So how can you become better at it?

Think of management as a toolkit. Every management situation has a rational and emotional component – so work on building a toolkit with both the emotional, (self-awareness, empathy, listening, communication, social & emotional intelligence, relationship building, agile thinking) and rational tools, (critical thinking, strategy, financial literacy). Training and coaching can help you with this, especially the emotional or human component, and as you gradually grow your toolkit, it becomes easier to recognise the interplay of both components, and reach for the right tools from the different sides of the toolkit at the right time.

Secondly, understand that management is not a destination i.e. a final place or position of power and influence. It is a constant work in progress and although it is likely to garner less reward and recognition than your performance, tenure or technical prowess, it’s crucial to managing the workforce of the future – particularly important in an environment of different generations who may have very different values and expectations in the workplace that yours. Many will want to be active participants in the business and engage in every aspect of their job; others just want to do their job and leave at 5pm. That means managing everyone differently and choosing the appropriate tool from a (hopefully) every-growing set.

Being a good manager is to realise that people are complex, messy and at times crazy – including yourself! Once you do grasp that, you will then recognise that it’s good people management that is key to your success, and that of your organisation, rather than an unnecessary evil that you don’t really have the time for as it interferes with your job. It is your job, and dealing with real humans every day – people with feeling and emotions – makes it probably the most important job you will have in your career.

Martina Doherty is an independent business psychologist, coach and trainer who specialises in creating and delivering bespoke people development, cultural change and employee engagement programmes in high growth companies.  She has 20+ experience in financial markets and is also an executive board member of the ACI UK Financial Markets Association. For more information visit www.martinadoherty.com