Every person on your team is unique. Each has their own personality and experiences, and they each see the world in a different way. I feel a little ridiculous even saying that. It seems so obvious, and yet, sometimes we forget that it’s necessary to manage each team member in their own way. We get caught up in the grind, the day-to-day, the tasks, responsibilities, meetings, deadlines, the everything and anything of our jobs that we get distracted. We’re human. And we forget: lead the person, not the position.
On a team that I oversaw a few years ago, I had several direct reports who were all obsessed with the various Chris-es – Chris Pratt, Chris Pine, Chris Hemsworth, and Chris Evans. As varied as the characters the Chris-es played and the franchises they represented – from Jurassic Park to the Marvel universe (and beyond) – my team members were even more eclectic. Their backgrounds and experiences were vast. Some were veterans. Some were immigrants. Some had degrees, and some never finished high school. Some were outgoing, and some were wallflowers. Some had traveled. Some had never left the state.
All had the same job requirements, the same metrics, and the same expectations.
All had potential. Every single one of them had the potential to be successful, and it was my honor to figure out how to tap into that.
Here’s the thing: each person you work with requires something just a little bit different from you. Regardless of their holding the same title and having the same daily responsibilities, they interpret their jobs differently. Why?
Differences in:
Communication styles
How they like to be appreciated or recognized
Their definition of success
How they take in information
Their inherent or learned skills
Pervious experiences
Personal values . . .
. . . just to name a few.
As a result, your leadership style must adjust to them. You might have one that you can be extremely direct with. Another in the exact same role may require a softer approach. You might have one who wants the loud, boisterous, public praise for a job well done. Another may prefer a more personal and specific expression of gratitude.
None of this is to say that you don’t hold them accountable or that you cater to one person over the other. Unless you want to end up in a conversation with HR, you can’t play favorites or allow someone to slide by for fear of how they may react. Instead, know your team. Understand their motivation. Recognize their experiences, and appreciate the strength that comes from their diverse backgrounds. In short, treat each person as the incredible, unique individual that they are.
Lead the person, not the position.
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