What makes a good manager?

I have long considered the role of a manager and what it takes to be a good one. In my early career my experience of managers was mixed. While some were good, most I questioned how on earth they got there. And my theory is that more often than not people are promoted to managerial positions because they are good at what they do and I recognise that this is an important factor in promotion. But being a good and competent manager is more than just about being good at what you do, isn’t it? Surely you have to be good with people? Don't you need to bring out the best in them and recognise and maximise their potential so they are able to thrive in their environment?

Don’t you have to have the skills to lead, mentor and train? What about care? Doesn’t a manager need to be able to engage with their staff beyond the usual delegation of work? I think these skills are often forgotten in the workplace and most importantly overlooked when recruiting for managerial positions.

At Woodreed we have long believed in the importance of the line manager in driving a productive workforce, employees don’t quit their companies, they quit their bosses after all.

In light of this I think companies need to recognise the value in having happy and motivated staff and recruit managers with the skills to create positive atmospheres. After all engaged employees have a real impact on the bottom line, one example being the cost of absenteeism.