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Hiring a manager based solely on technical expertise is a common mistake that can increase employee turnover and hurt productivity. The most effective managers possess a specific set of character traits—such as teachability, relatability, and high emotional intelligence—that enable them to lead teams successfully. Focusing on these soft skills during the hiring or promotion process is critical for long-term team success.
A manager with deep technical knowledge is a good start, but a great manager can distill that knowledge and teach it to their team. This trait, often called teachability, is crucial for building a resilient team. When knowledge is concentrated solely with the manager, it creates a single point of failure; if that manager leaves, team productivity can plummet. An effective manager proactively shares expertise, mentors junior members, and can even step in to cover roles temporarily, ensuring business continuity with minimal disruption. This approach not only strengthens the team's overall skill foundation but also fosters a culture of continuous learning.
A manager serves as a bridge between senior leadership and junior employees. Relatability—the ability to connect and build trust with diverse individuals—is what transforms a good manager into a great one. This involves empathy and strategic problem-solving to mediate the inevitable conflicts that arise within a team. A relatable manager can effectively communicate with direct reports, vendors, and executives alike. Without this trait, technically savvy managers may struggle with interpersonal dynamics, forcing senior leaders to intervene in situations that should be handled at the managerial level. This ultimately detracts from the manager's core responsibilities and hinders team autonomy.
Emotional Intelligence (EI), which encompasses self-awareness, self-regulation, and social skills, is perhaps the most critical trait. It allows a manager to understand their role within the larger organizational structure and delegate tasks effectively. A common pitfall for managers is the "I'll just do it myself" mindset, which leads to burnout and creates a bottleneck. High-EI managers avoid this by trusting their team, which frees them to focus on strategic planning and employee development. Based on our assessment experience, employees often cite their relationship with their manager as a primary reason for staying or leaving a company. A manager with high emotional intelligence can balance the roles of teacher, supervisor, and partner, managing their own stress without imparting negativity onto the team.
In summary, the distinction between a competent manager and an exceptional one lies in their character. When evaluating candidates, prioritize these evidence-based traits:
For more management and hiring insights, explore the expert resources available on the ok.com blog.
