{"id":100184,"date":"2023-04-21T14:13:00","date_gmt":"2023-04-21T18:13:00","guid":{"rendered":"https:\/\/www.shortform.com\/blog\/?p=100184"},"modified":"2023-04-24T12:57:04","modified_gmt":"2023-04-24T16:57:04","slug":"how-to-be-a-great-manager","status":"publish","type":"post","link":"https:\/\/www.shortform.com\/blog\/how-to-be-a-great-manager\/","title":{"rendered":"How to Be a Great Manager: Guiding People &#038; Decisions Well"},"content":{"rendered":"\n<p>Do you tend to micromanage people? How should the type of decision impact the way you <a href=\"https:\/\/www.shortform.com\/blog\/be-decisive\/\">make a decision<\/a>? What&#8217;s the best way to win over your company&#8217;s leadership?<\/p>\n\n\n\n<p>Entrepreneur Tony Fadell&#8217;s book <em>Build<\/em> is part career encyclopedia and part memoir. He draws on his years of entrepreneurial and corporate leadership to provide insights that can help you manage people and decisions more effectively.<\/p>\n\n\n\n<p>Keep reading to learn Fadell&#8217;s advice on how to be a great manager, which can be valuable regardless of where you are on your <a href=\"https:\/\/www.shortform.com\/blog\/career-path-development\/\">career path<\/a>.<\/p>\n\n\n\n<!--more-->\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-how-to-be-a-great-manager\">How to Be a Great Manager<\/h2>\n\n\n\n<p>As you move further along in your career, you may be promoted to management. Fadell shares his advice on how to be a great manager, contending that you must learn to manage both <em>people<\/em> and <em>decisions<\/em>.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"h-how-to-manage-people-well\">How to Manage People Well<\/h3>\n\n\n\n<p>Fadell argues that the key to managing people well is to <strong>find a balance between being hands-on and hanging back.<\/strong> As a manager, it\u2019s your job to ensure that your team creates an amazing product\u2014so be hands-on in service of that mission and push back if they\u2019re not meeting your high expectations. But, it\u2019s <em>not<\/em> your job to nitpick about exactly <em>how<\/em> the team produces results\u2014if you do, you\u2019ll veer rapidly into inefficient <a href=\"https:\/\/www.shortform.com\/blog\/micromanagement-in-the-workplace\/\">micromanagement<\/a>. So, hang back and let your team do what they do best. This will be easiest if you decide together at the beginning of the project how the team will create the product and then check in regularly on their progress.<\/p>\n\n\n\n<p>(Shortform note: Finding a balance between being hands-on and hanging back won\u2019t just prevent you from inefficient micromanagement; it may also give your team the flexibility it needs to adapt to unexpected challenges when you\u2019re not there\u2014as it did in the German military. In <a href=\"https:\/\/shortform.com\/app\/book\/superforecasting\" target=\"_blank\" rel=\"noreferrer noopener\"><em>Superforecasting<\/em><\/a>, the authors describe how Germany successfully followed the principle of <em><a href=\"https:\/\/www.shortform.com\/blog\/auftragstaktik\/\">Auftragstaktik<\/a><\/em>, or \u201cmission command.\u201d Just as a manager should tell people <em>what<\/em> to do but not <em>how<\/em> to do it, military leaders told soldiers the next step of the plan, who then carried that step out in whatever way the situation required. As a result, soldiers were able to adapt to unexpected changes without needing to wait for new orders.)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"h-how-to-manage-decisions\">How to Manage Decisions<\/h3>\n\n\n\n<p>Fadell argues that managing decisions well depends on <strong>understanding what type of decision you\u2019re making<\/strong>. You\u2019ll make two <a href=\"https:\/\/www.shortform.com\/blog\/types-of-decisions\/\">types of decisions<\/a>: informed (or \u201cdata-driven\u201d) decisions and instinctive (or \u201copinion-driven\u201d) decisions. Informed decisions rely primarily on hard data, so they\u2019ll be relatively easy to make. But instinctive decisions rely primarily on your own intuition. As such, they\u2019re inherently risky and difficult to make, and they may invite pushback from leadership\u2014who often want hard data to confirm that you\u2019re <a href=\"https:\/\/www.shortform.com\/blog\/how-to-make-the-right-decision\/\">making the right decision<\/a>.&nbsp;<\/p>\n\n\n\n<p>To deal with this pushback, Fadell recommends that you <strong>tell a good story<\/strong>. If you can convince leadership that you have all the data you could possibly get, that you\u2019re a good decision-maker who knows the customer well, that you\u2019re mindful of the risks involved, and that this decision could be good for the company, you\u2019ll gain their approval.<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table><tbody><tr><td><strong>How to Tell a Convincing Story<\/strong><br><br>The authors of <a href=\"https:\/\/shortform.com\/app\/book\/made-to-stick\" target=\"_blank\" rel=\"noreferrer noopener\"><em>Made to Stick<\/em><\/a> suggest that you <a href=\"https:\/\/shortform.com\/app\/book\/made-to-stick#strong-6-strong-strong-stories-strong\" target=\"_blank\" rel=\"noreferrer noopener\">inspire agreement by including one of three elements in your story<\/a>: challenge (<a href=\"https:\/\/www.shortform.com\/blog\/how-to-overcome-obstacles\/\">overcoming obstacles<\/a>), connection (developing relationships across gaps), or creativity (solving problems and inspiring new ways of thinking).&nbsp;&nbsp;<br><br>Such a story may help you convince leadership not just of your <em>instinctive<\/em> decisions but also of your <em>informed<\/em> decisions. In <a href=\"https:\/\/shortform.com\/app\/book\/smarter-faster-better\/\" target=\"_blank\" rel=\"noreferrer noopener\"><em>Smarter Faster Better<\/em><\/a>, Charles Duhigg explains that people who receive too much data grow overwhelmed and stop taking any of it in. To counteract this phenomenon, you must <a href=\"https:\/\/shortform.com\/app\/book\/smarter-faster-better\/chapter-6#how-can-we-interact-with-data-effectively\" target=\"_blank\" rel=\"noreferrer noopener\">actively engage with the data<\/a>. So, if you\u2019re explaining your informed decisions to leadership and see their eyes glazing over, tell a story that forces them to engage with that data\u2014try asking them questions that encourage interaction, for example.<\/td><\/tr><\/tbody><\/table><\/figure>\n","protected":false},"excerpt":{"rendered":"<p>Do you tend to micromanage people? How should the type of decision impact the way you make a decision? What&#8217;s the best way to win over your company&#8217;s leadership? Entrepreneur Tony Fadell&#8217;s book Build is part career encyclopedia and part memoir. He draws on his years of entrepreneurial and corporate leadership to provide insights that can help you manage people and decisions more effectively. Keep reading to learn Fadell&#8217;s advice on how to be a great manager, which can be valuable regardless of where you are on your career path.<\/p>\n","protected":false},"author":9,"featured_media":11983,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[29,14],"tags":[991],"class_list":["post-100184","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-career","category-management","tag-build","","tg-column-two"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v24.3 (Yoast SEO v24.3) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>How to Be a Great Manager: Guiding People &amp; Decisions Well - Shortform Books<\/title>\n<meta name=\"description\" content=\"Entrepreneur Tony Fadell shares his advice on how to be a great manager. 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