TAKE A PERSONAL AND VESTED INTEREST IN THE TEAM’S SUCCESS
A key trait of great managers is a genuine investment in their team’s success. This cannot be faked; it must come through daily in actions and words. When a manager is sincerely focused on advancing each team member’s career and helping them succeed, it can compensate for many of the inevitable mistakes along the way. But what does success mean?
Success varies for each individual. For some, it’s tied to financial rewards, while others are driven by opportunities for promotion, learning, or recognition. As a manager, it’s crucial to understand what motivates each team member and tailor coaching accordingly. At TransPerfect, we define success broadly as progression, and we encourage managers to know their teams well enough to understand what kind of progression excites them. In simple terms, a great manager helps the team—both collectively and individually—achieve more than they could on their own.
DEFINE SUCCESS TOGETHER
Every team member should know the next step in their career and what needs to happen for them to reach it. While not everyone may have an answer, it’s a manager’s job to ensure they do. For example, an entry-level salesperson might know that to hire their first team member, they need to sell $X per month for three consecutive months.
Managers should also avoid making promises they can’t deliver—whether it’s a promotion, time off, or a reward. It’s important to set clear, achievable goals and ensure all promises made are within their authority to fulfill.
BE RESPECTED, NOT JUST LIKED
Respect and credibility are essential for managers because pushing a team to reach its potential often requires hard work. If a manager lacks respect, this becomes nearly impossible.
Great managers avoid gossip, unprofessional comments, and personal baggage at work. They don’t complain to their team about decisions they can’t change; instead, they discuss grievances with those who can address them. Complaining “down the ladder” damages credibility and signals powerlessness, which undermines a manager’s ability to lead.
OWN TOUGH DECISIONS
Managers should take ownership of tough decisions rather than distancing themselves. For instance, if a team is asked to work on a weekend, a manager should resist the urge to blame someone else.
Saying “I don’t want to make you do this, but someone else is forcing us to” undermines credibility. Instead, a manager should say, “This is my decision, and I’ll consider your input for future decisions.” Managers must realize that, to their team, they represent the company. Any attempt to separate themselves from company decisions is likely to fail.
LEAD BY EXAMPLE
There is no form of leadership other than leading by example. If a manager asks someone to do something, they should be willing to do it themselves. At TransPerfect, most managers have risen through the ranks and know the roles they manage.
Managers should join their teams in daily tasks—whether it’s cold calling or code review—to foster loyalty and commitment. Moreover, managers should always be mindful of their behavior, as they’re constantly being observed. Transparency is a powerful tool for leadership by example. A manager with an open door, or better yet, one who gives up their office to sit with the team, demonstrates leadership in action.
At TransPerfect, these essentials have been integral to our growth from a dorm room startup to an industry leader with over 10,000 employees. We continue learning how to be better managers, leaders, and people.
Phil Shawe is co-founder and co-CEO of TransPerfect, a global family of companies and the world’s largest privately held provider of language and business services. He has overseen the day-to-day operations of the company for more than 25 years, and grown the business from two people to an industry leader with over 4,000 employees and 100 offices worldwide.
