The Simple Truth About Good Management: It's Not Rocket Science
The other day, I stumbled across an online discussion about management that really resonated with me. Someone shared their experience of receiving high engagement scores from their team, and their “secret” was refreshingly simple: treat people well and give them autonomy. It brought back memories of my early days in tech leadership, where I encountered both brilliant mentors and, well, absolute dropkicks.
The discussion took a humorous turn when they suggested writing a straightforward management book with a rather colorful Australian title that basically amounted to “don’t be a terrible person.” While the language might have been a bit crude, the sentiment hit the nail on the head.
Working in tech for over two decades, I’ve seen my fair share of management styles. The best leaders I’ve encountered weren’t the ones with fancy MBAs or those who could recite leadership books verbatim. They were the ones who simply understood basic human decency and applied it consistently.
The thread got me thinking about a team leader I had back at my first dev job in Richmond. She wasn’t particularly charismatic or revolutionary in her approach. What made her exceptional was her unwavering commitment to backing her team, giving credit where it was due, and taking the heat when things went sideways. Basic stuff, really, but surprisingly rare in practice.
What’s fascinating is how we’ve overcomplicated management. Walk into any Readings store, and you’ll find shelves packed with leadership books full of complex frameworks and buzzwords. Yet, the core principles of good management could probably fit on a Post-it note: respect your team, trust their capabilities, and support their growth.
The online discussion also touched on dealing with difficult customers and toxic workplace cultures. It’s a reminder that good management isn’t just about leading your team - it’s about being their shield when needed. Standing up against unreasonable demands, whether they come from customers or higher-ups, is part of the job description.
The comments about wanting multiple copies of this hypothetical book to share with peers struck a chord. We’ve all encountered managers who desperately need this kind of basic guidance. The sad truth is, those who most need to learn these lessons are often the least likely to seek them out.
Looking at the current state of workplace culture, particularly in tech, it’s clear we need more straightforward, no-nonsense approaches to leadership. Between the increasing pressures of AI integration, remote work challenges, and endless productivity metrics, we risk losing sight of the human element in management.
The harsh reality is that being a good manager isn’t about revolutionary techniques or groundbreaking methodologies. It’s about remembering that your team members are humans, not resources. They have lives, aspirations, and challenges outside of work. Treat them accordingly, and most of your management challenges solve themselves.
Maybe we do need more books about management - not the complex, jargon-filled tomes that dominate business literature, but simple, direct guides that remind us of the basics. Sometimes the most profound truths are also the most obvious ones.
While I doubt any major publisher would pick up a management book with such a blunt title, perhaps that’s exactly what the corporate world needs right now - less corporate speak, more straight talk about treating people decently.