How does a manager add value?

Do most managers add no value to their teams? Many managers try to retain and increase their status by managing upwards, managing perception, massaging information, enforcing compliance with senior managers’ decisions, and playing politics. In most people’s minds, that remains the perception of a typical manager — the one who talks for the team and works solely for the self. But that’s not the real deal.

How can you add value as a manager? Adding value as a manager becomes a little more tricky than just doing things as an individual contributor. Because as ICs, we have a set of tasks and expectations to meet, and you are doing well as long as you are touching that line. Even better if you manage to get beyond it often. But when it comes to being a manager, our performance is not just ours. Instead, everything about me, my goals, my wins and losses ties back to the people I am managing. I am responsible for them. And yet, they impact me deeply, too. So, adding value to the team is very critical to my success.

Here’s what I do to get this right:

Give direction to your team

The first thing I love to do as a manager is define the context and culture in which we operate. If we are in trouble, it’s better to work with a team that knows of the situation and is ready accordingly rather than one that is unaware and unprepared. Being frank in discussions is vital in getting this right. It lets you set and align the vision across the board, irrespective of changing circumstances. This is the most important value-add you can make as a people leader because only you are equipped with the big picture and multiple perspectives needed to guide your team. Managers who miss this surely leave a huge gap in outputs.

Build your team (members)

Have you ever found a manager annoying? Why did it happen?

• They interfered in work constantly
• Or, they kept asking for reports
• You were always running behind because work was endless
• Your manager got a diatribe and instantly poured it into you

And so on, that’s how the tales of troublesome managers go. To add value as a manager, your job is to flip the coin. Rather than being the hurdle for your team, be their enabler. A manager should not be someone who withholds promotions or marks bad performance scores to get back. Instead, a great manager facilitates growth. Speaking of growth, I think of it in two ways:

• First, you will be building and growing your team. This means picking the right people from a vast pool, setting the expectations well, and creating an environment where these individuals cook up magic.
• Second, it’s about your individual team members. Ask them about personal and professional goals, create opportunities to learn and apply at work, and be present when you are needed.

You are building a team, and you are also responsible for developing the potential of the team members. That makes a valuable manager — one who can set the sights on the goal and ensure that the team gets what it needs to reach it.