What distinguishes the Top 1% of managers from the Top 10%?

When we step into the role of manager for the first time, we surely want to be the best. And oh boy, does it become a quest for life. The chase toward excellence is a reward in itself and yet a punishment at other times. But I believe we all have someone who seems to be cracking it pretty consistently.

They are always on top of their game — deadlines are met, projects are delivered, clients are happy, and the team is amazing. For a long time, my question was: What makes the top 1% the best? Even better than the top 10%?

A top 1% manager is someone who is not just excelling in their role. Instead, they consistently set new standards and go above and beyond what’s expected. Throughout my experience, one thing distinguishing the top 1% from the rest is their ability to always learn.

These are the managers who are ready to learn and do instead of thinking that something cannot be done because they do not know the area well. These are the people who are passionate and progressive. So, if the top 1% does not know it today, they’ll be ready by the end of the day, whether it’s design, communication, or strategy.

For this group, there are no failures, setbacks, or upsets; it’s always a chance to learn and jump back up. You’d hardly find them lamenting. They are more likely to be thinking about the next steps to take and new mistakes to make.

And that’s not all; the top 1% of managers take this attitude to their teams with some concrete steps -

Build a growth mindset

Managers in the top 1% drag their team along by setting up the right atmosphere. They promote growth and learning in everyday behaviors and from every instance. The best one I met was the one who always sought feedback from us. As team members, it seemed pretty weird to see the cycle running upward, but as a manager, I can see why! Ultimately, this learning culture cushions the team from skill and knowledge gaps.

Focus on the big picture

The top 1% of managers are not thinking of their team alone; they see where the team lies in the organizational gizmo. They attempt to move the whole beast forward without operating in siloes. This clarity of thought and planning allows them to communicate clearly and represent their team to the entire organization, which a top 10% might even miss.

A bias for execution

Many people don’t focus enough on execution. If you make a commitment to get something done, you need to follow through on that commitment.

— Kenneth Chenault

When we think of a good manager, we imagine big plans and structures. What a top 1% manager focuses on is the execution of those plans. They understand how to move forward — be it forecasting opportunities or looking for threats in the environment. The top 1% of managers watch and act with speed that gets lost in bureaucratic tunnels otherwise.

They put the people above the project

For many managers, work becomes sacrosanct, and understandably so. But in this quest, the humane element gets lost. You might humiliate or alienate your team members to the point that you lose their support. Understanding people management as an area that’s as much about the people as it is about the work makes one a top 1% manager, even better than a top 10% manager.

So, if you want to join the league of top 1% managers, start thinking of the big picture and always keep the people at the center. They are the ones who make or break your performance.