To be a better manager, you must move beyond simple task oversight and focus on understanding the unique work personality of every individual on your team to foster trust and psychological safety.
Key takeaways
- Effective management starts with recognising that diverse natural work preferences require tailored leadership approaches.
- Adapting your communication style to match your team members' needs reduces friction and boosts productivity.
- High-performing teams are built on eight core work actions, from pioneering new ideas to ensuring precise execution.
- Continuous feedback and a commitment to psychological safety are the hallmarks of modern, successful leadership.
The transition from a high-performing individual contributor to an effective leader is one of the most significant shifts in any professional career. Many of us find ourselves in management positions because we were excellent at our technical roles, yet the skills required to lead people are entirely different from those needed to manage projects or data. In today's workplace, being a 'boss' is no longer enough – you need to be a coach, a strategist, and a facilitator of human potential.
We often see managers struggling with the 'people' side of the equation. You might feel like you are constantly putting out fires or that your team isn't as engaged as they could be. This usually stems from a disconnect between how you prefer to lead and how your team members naturally prefer to work. When you don't account for these differences, you risk creating a culture of micro-management or, conversely, a lack of clear direction that leaves your best people feeling adrift.
The first step in learning how to be a better manager is recognising that everyone has a dominant preference for how they approach tasks. At Compono, we refer to this as a work personality. Some people are naturally driven to take charge and organise, while others find their flow in creative problem-solving or supporting their colleagues. When you understand these intrinsic motivations, you can stop trying to fit square pegs into round holes.
Consider a team member who is The Doer. They are practical, detail-oriented, and thrive on clear instructions. If you manage them with a hands-off, vague approach, they will likely feel stressed and unproductive. On the other hand, The Pioneer needs space to innovate and will feel stifled by rigid processes. Better managers don't treat everyone the same; they treat everyone according to what helps them perform at their peak.
By using the People Intelligence Platform from Compono, you can gain deep insights into these personalities. Our research has shown that when managers align work activities with a person's natural preferences, engagement and retention skyrocket. You can learn more about how we approach this by exploring the Compono Platform and its ability to map team dynamics.
Communication is the fuel that keeps your team moving, but not everyone speaks the same professional 'language'. A common mistake managers make is communicating in the way they like to receive information, rather than how their team needs to hear it. To be a better manager, you must become a communication chameleon, shifting your tone and level of detail based on who you are talking to.
For instance, The Auditor values precision and methodical updates. They want the facts, the data, and the 'why' behind a decision. In contrast, The Campaigner is motivated by the big picture and the 'dream'. They need enthusiasm and vision to stay engaged. If you give a Campaigner a twenty-page technical manual, you'll lose them; if you give an Auditor a purely visionary speech with no data, they won't trust your direction.
We recommend setting regular one-on-one meetings that aren't just about status updates. Use this time to ask how they prefer to receive feedback and what kind of support they need from you. This level of intentionality builds a foundation of respect. When people feel heard and understood, they are far more likely to go the extra mile for the team and the organisation.
Our research at Compono has identified eight key work activities that define high-performing teams: Evaluating, Coordinating, Campaigning, Pioneering, Advising, Helping, Auditing, and Doing. A common pitfall for managers is focusing too heavily on one or two of these areas – usually the ones they are personally comfortable with – while neglecting the others.
If your team is full of The Evaluator types, you'll be great at risk assessment and logic, but you might lack the creative spark needed to stay ahead of the competition. Conversely, a team of Advisors will be highly collaborative and empathetic, but they might struggle with making tough, decisive calls when deadlines loom. Your job as a manager is to identify where the gaps are and either fill them through development or by hiring the right talent to balance the scales.
When you are looking to grow your team, it's vital to hire for what the team is missing, not just for a cultural 'fit' that mirrors what you already have. Using Compono Hire, you can actually select the specific work personality you need for a role, helping you build a diverse and balanced team that covers all eight essential work actions effortlessly.
You cannot be a better manager if your team is afraid to fail. Innovation and high performance are only possible in an environment where people feel safe to speak up, admit mistakes, and challenge the status quo. This is known as psychological safety, and it is the single most important factor in team success. As a leader, you set the tone for this behaviour by being vulnerable yourself.
Admit when you don't have all the answers. When a project doesn't go to plan, focus on the 'what' and the 'how' rather than the 'who'. Use these moments as learning opportunities rather than occasions for blame. This is especially important when working with The Helper or The Coordinator, who value stability and harmony. If they sense a culture of fear, they will withdraw and stop contributing their best ideas.
To keep a pulse on how your team is really feeling, regular engagement check-ins are essential. Compono Engage allows you to gather real-time feedback and measure the health of your team culture. By acting on these insights, you prove to your team that their voices matter, which is a powerful way to build long-term loyalty and performance. You can see this in action through our case study on Beyond The Clinic.
Key insights
- Great management is an act of service – you are there to clear the path for your team to succeed.
- Understanding the 'work personality' of your staff allows for more effective delegation and higher engagement.
- Balance is key; ensure your team performs all eight critical work actions to remain high-performing.
- Psychological safety is the bedrock of innovation; lead with vulnerability to encourage it in others.
- Utilise data-driven insights to measure engagement and refine your leadership approach over time.
Becoming a better manager is a journey of continuous learning and self-reflection. By focusing on the human element of leadership and leveraging the right tools, you can transform from a supervisor into a truly impactful leader.
Explore:
Talk to an expert:
Book in a 15-minute chat to get a walkthrough of how Compono can help you lead your team more effectively.
You can use the Compono personality assessment to map the natural preferences of your team members. This provides a visual wheel showing where everyone sits across the eight core work actions, making it easy to see strengths and gaps.
The first step is awareness. Recognise where the friction lies – for example, if you are a Directive leader and they are a Pioneer who needs autonomy. Once you understand the mismatch, you can consciously adjust your approach to provide the support they need to thrive.
Trust is built through consistency, transparency, and vulnerability. Start by having open conversations about work preferences, be clear about your expectations, and follow through on your promises. Showing that you value their unique contributions is a fast-track to building respect.
While it is important to address critical gaps that hinder performance, research suggests that playing to people's natural strengths (their work personality) leads to much higher levels of engagement and productivity than trying to fix 'weaknesses' that are actually just different personality traits.
Engagement isn't a 'set and forget' metric. We recommend regular, lightweight check-ins rather than just an annual survey. This allows you to catch issues early and celebrate wins in real-time, keeping the team aligned and motivated.