Managing and Leading People: The Essential Role in Every Healthy Studio
Managing and leading people is a vital aspect of creating a thriving and successful studio. It not only helps to retain employees and foster a positive work environment, but it can also determine the success or failure of a development team.
However, the role of a manager is challenging and complex. It requires a different skill set than simply delivering excellent work on a game. Managers must also focus on supporting and empowering others, ensuring the entire team can effectively perform their jobs.
Do You Really Want to be a Manager?
Before taking the next step towards becoming a manager, it is important to question whether it is the right path for you. Many people are surprised by the answer, so it is crucial to carefully consider the following factors:
1. Management is a branch of your career that demands time, experience, extensive training, and ongoing study to excel at.
2. As a manager, you may have less time for hands-on work, or in some cases, no time at all. It is essential to be comfortable with this change and delegate tasks effectively.
3. Some individuals struggle with the shift from a technical role to a managerial one and try to balance both responsibilities by working longer hours. However, this approach often results in subpar outcomes on both ends. Instead, clearly define your expectations and responsibilities to avoid an overwhelming workload.
4. People should become managers because they genuinely enjoy supporting and uplifting others, not solely for the promise of promotion or a salary increase. The games industry often pushes individuals into managerial roles as the next step after reaching a certain level of expertise. However, this approach is not always effective and can lead to inexperienced or uninterested managers.
5. It is important for the industry to offer career paths that recognize and reward experience without requiring people management responsibilities. Technical lead or principal roles can provide progression options for individuals who prefer to remain focused on their technical expertise.
What It Means to be a Manager
A successful manager fully understands their role and responsibilities. However, studios may interpret the manager’s role differently, so it is important to clarify expectations. As a manager, your primary goal is to create an environment where your team members can thrive, achieve their goals, and grow. To be effective, you must prioritize their work well-being, career progression, performance, and concerns.
The impact of a manager on an organization cannot be overstated. Good managers foster a positive environment where team members collaborate effectively, feel comfortable sharing feedback and concerns, and consistently meet project deadlines. In contrast, absent or careless managers can negatively impact team morale, motivation, and overall productivity.
It is crucial for managers to recognize their limitations and ensure they do not have an excessive number of reports to properly dedicate time and attention to each individual. This is especially relevant in the games industry, where managers frequently have hands-on work responsibilities. Striking the right balance is key, and many managers find that effectively managing five reports allows them to maintain relationships and fulfill their other responsibilities.
Leading Your Reports
Every individual is unique, so managers must adapt their approach accordingly. Over time, managers will develop a style that works best for them and their reports. Some important considerations when leading your reports include:
1. Recognize that each person has different needs based on their experience and career aspirations. Tailor coaching and mentoring efforts to best support their growth.
2. Maintain a consistent approach throughout your managing relationship. Understand the person’s needs and goals, and provide the necessary support to help them achieve their objectives.
3. Keep track of your discussions and always follow up in a timely manner. Remembering previous conversations and providing valuable insights demonstrates your commitment as a manager.
4. Understand that you cannot always provide immediate solutions to every issue. Recognize the limitations of your role and manage expectations transparently. If a resolution depends on other teams or departments, communicate this clearly to your reports.
5. It is acceptable to admit when you don’t know the answer to a question. Instead of guessing or providing unreliable information, offer to find the necessary information and follow up with your reports.
Having Effective One-to-Ones
One-to-one meetings are crucial for building strong relationships with your reports. These meetings allow you to fully address their concerns, provide feedback, and stay updated on their progress. To ensure effective one-to-ones, consider the following:
1. Determine the appropriate frequency for one-to-ones. They should occur frequently enough to prevent important matters from being forgotten but not so often that they become repetitive. Finding the right balance depends on individual preferences and needs, but typically every two to three weeks is appropriate.
2. During one-to-one meetings, give your full attention and actively listen to your reports. Avoid distractions, such as checking messages, to show that you value their time and input.
3. Allow your reports to drive the conversation, providing them with the opportunity to share feedback, ask questions, and discuss their concerns. Remember that your role is to support them, not control them.
4. Bring an agenda to each meeting and encourage your reports to contribute to it. This helps ensure important topics are not overlooked and manages expectations. However, avoid turning the meeting into a rigid checklist. Flexibility is key to effective communication.
5. Remember that feedback should be timely. If an issue arises, address it promptly instead of waiting until the next one-to-one. The meeting schedule serves as a communication channel, but it should not restrict open and frequent feedback.
Exchange Feedback Frequently
Feedback is a crucial mechanism for personal and professional growth. As a manager, it is essential to exchange feedback regularly and encourage others to do the same. Here are some guidelines for providing effective feedback:
1. Ensure feedback is clear, actionable, and specific. Avoid generic comments and instead provide examples and describe the observed actions or events.
2. Give the person receiving feedback an opportunity to explain their perspective and avoid jumping to premature conclusions.
3. Keep feedback impersonal, focusing on actions and outcomes rather than personal traits or character.
4. Timely feedback is essential. Do not wait for scheduled meetings to address important issues. Use the regular communication channel to provide relevant feedback as soon as possible.
5. Remember that positive feedback is just as vital as constructive feedback. Recognize and praise your reports for their great work to foster a positive work environment.
Share Your Experience with Other Managers
Being a manager can be intimidating, especially in the initial months of the role. Doubts and concerns about the impact you have on your reports may arise. One effective way to better understand your role and seek guidance is to engage in discussions with other managers within your organization.
Sharing your experiences can provide valuable insights, perspectives, and support. It allows you to learn from others who may be facing similar challenges or have found successful strategies in their managerial roles.
Conclusion
Managing and leading people is an essential part of creating a healthy studio environment. While the role of a manager is challenging, with the right skills and approach, it can lead to the success and growth of both individuals and the entire team. By understanding the responsibilities, providing effective support and feedback, and sharing experiences with other managers, individuals can thrive in their managerial roles and contribute to a positive and productive studio culture.