Empower them, they said
The leadership books and social media are full of it. Empower your team. Let them do their own thing and they'll flourish.
Mostly, they're right.
But in any role, people are the most difficult part. And the textbook doesn't cover what happens when you try to course correct - but it just doesn't work.
The bit that works
I'm a pretty good manager. I have a competency framework for every discipline in UX - AI, visual design, copy, research and the rest. Roles have two routes. People with a craft want to progress, but they still want to do what they love. They shouldn't have to manage people to be recognised. And as a business, you want your best people delivering the best work and training the juniors.
I'm flexible. If you turn up with a spreadsheet of goals, I'll help you hit every one. If you're happy where you are, I'll support that too. Contrary to popular belief, not everyone is ambitious.
Every direct report gets a monthly check-in purely on their career, to make sure it's on track. Sometimes it doesn't work out. There's a PIP, and either things get better or the inevitable happens. More often than not that's just a misfit - they'll do better somewhere else.
The bit the textbook leaves out
Just occasionally, I create monsters.
I've helped them get seen and noticed. Their skills have grown. They're good. And then they veer off. Some get lazy. Some chase accolades and popularity. The needs of the business glide straight past them. They're so good, they decide for themselves what they're going to do.
Of course, you're all reading this and saying "well, you have to give them goals, and they have to hit them". I do. The framework is watertight. The goals are there. It still happens.
In fairness, some have had their light squashed in big enterprises, so they try other ways to be seen. Some come back when I nudge them. (This is not my favourite part of the job. Is it anyone's?) Others leave - which is fine. It's what they need to do.
People who write textbooks or create content have a responsibility to understand that it isn't a linear world - particularly with humans. I imagine anyone who is a parent knows this. It creates guilt for those reading: "but I've tried all this - what am I doing wrong?" It creates an anxiety which needs to be acknowledged.
So, the textbook
Use it. The frameworks, the goals and the check-ins all matter. But empowering someone is something you keep checking, every month, long after the book says you're done.
Human behaviour never ceases to amaze me. Which is exactly why no book has all the answers. So - ahem - having just said that people who write this stuff should show both sides, here's where I go wrong:
Regular career check-ins. Monthly one to one - against specific goals. What can often happen is because you have a good relationship with them you (or at least I do) get a bit slack - all's going well. But most of them don't have those goals top of mind - especially if they're starting to gather their own steam. Keep them as the focus - always refer back.
Spotting the drift. Noticing when a strong performer starts chasing accolades or deciding their own priorities. Refocus back to the goals - and of course sometimes they're right - so adjust the goals to fit where they're heading. Not going to stop a good idea bearing fruit.
Difficult conversations. The nudge back, the PIP, the honest feedback to someone who's very good but off course. Find as much training on this as you can so you feel comfortable when you have to have them.
Managing each person differently. This I absolutely do - different people need different types of conversation. Goals for the ambitious, support for the skills and coaching.
Knowing when to let go. Accepting that some people will do better somewhere else, and making that a clean exit rather than a failure.
I will say one thing - my goal with all of my team is to get them lined up for their next big thing - and it may not be internal. My greatest accomplishments are when people leave my team because I've given them the confidence to go bigger.
Tip
Use the textbook for structure, not answers. When you empower someone, keep checking it's still pointed at what the business needs. And always have an HR partner to help you through these times - they are invaluable.
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