About ten years ago I was offered the chance to manage a design team, and I hesitated. I had a false notion that introverts weren't cut out to be managers. That pushed me to study general management and get the training I needed. I took the leap, and these are the three lessons that shape the way I manage.
Being an introvert didn't hinder my ability to be a good manager. In many cases the trait I saw as a flaw actually helped me listen, observe, understand, and empathize with where each person was coming from and where they needed to go. It sounds simple and obvious, but listening to your team is the most impactful thing you can do.
People need managers who help them carve paths shaped by their specific needs, communication style, and aspirations. Managers do their best work when they understand the difference between coaching, mentoring, and directing, and when to use each to inspire growth and independence, improve performance, and relieve stress for the individual in front of them.
Perhaps the most important lesson is that org charts are poorly designed. Today's charts deny a manager's fundamental purpose, which is to support the team. Pyramid diagrams that put leaders at the top are everywhere, and they're a case of fixing something that wasn't broken. The original was just about perfect.
The first modern org chart was a diagram of the New York and Erie Railroad, drawn for Daniel McCallum in 1855. It's an organic, tree-like visualization where leadership is the roots. The reports on the sprawling branches are, in this metaphor, nourished by their managers, and the whole organization grows and bears fruit.
That is how I see management. Organizations are living, breathing, and fluid because they're made of people who are exactly that. Companies, teams, and employees don't flourish under charts that tell you who's boss. They thrive on their leaders' ability to encourage and cultivate growth.
