I’ve been coaching leaders for the last 10 years and supporting leaders in-house for many years before that. In that time, I’ve noticed that many have a “one size fits all” method when it comes to managing a team – a singular approach for how they offer feedback, recognize people, or motivate direct reports. This may not be conscious and is likely a result of leading the way they like to be led or the way they’ve seen others lead.
While it’s not bad, it may not be the most effective way to engage people.
To expand your managerial skills, think like a marketer – view your direct reports as consumers.
Marketers segment consumers based on their persona and buying habits. They create targeted messages to appeal to their consumer’s psychographic profile and identify unique selling propositions based on it. All with the hopes of enticing consumers to give up what’s known as “share of wallet.”
For example, pretend you work for Nike as the Category Manager for Tennis. If you’re marketing the new tennis shoe, you might speak to its “stickiness” on a court, its ankle support, or its low profile. You pay Serena Williams to endorse the product because she is aspirational for tennis players.
Knowing what makes your target consumer “tick” is essential to selling more shoes and generating more profit. Thus, sponsoring Mick Jagger for Tennis sends the wrong message about who the product is for (though I heard he recently put on a killer show with his signature moves, and presumably he could benefit from the ankle support… 🙂)
If, however, you’re the Category Manager for Lifestyle, your target audience is likely more interested in the vintage, iconic vibe of the Nike Dunk Low (which is making a resurgence…) so they can look sharp about town, vs. a lightweight, low profile shoe the tennis aficionado is looking for. Dua Lipa may be a better brand ambassador here than Serena.
So how does this translate to management? Forgive me if I’m stating the obvious… each person on your team is different. They possess different skills, require varying levels of support or direction, and are likely not motivated in the same ways.
You don’t know this however, if you aren’t talking to your team, understanding how they work best, and what their core needs and values are. When you are clear about how you can individually support each employee, you’re creating a customized environment for them. And, according to Debbie Lovich, a Managing Partner at Boston Consulting Group, employees are 49% less likely to consider another role if they enjoy their jobs.
If you’re not sure where to start, here are a few “market research” questions to consider:
- What aspects of their job energize them? (It may not be the thing they are most skilled at.)
- What aspects of the job drain their energy?
- How do they like to be recognized?
- How do they like to receive feedback?
- How are they given the opportunity to give feedback to me?
- Where do they feel they are adding the most value?
- What’s the one skill they possess that they feel is being underutilized?
- What’s one shift that would have the most appreciable difference in their job enjoyment?
Does doing the market research take a little more time? Yep. And in the long run, will save you time.
