In a session I was running the other day about management skills, I asked each of the participants to share what they find most challenging about managing people. One individual explained that he was a manager who managed a team of 5 people, each of whom were people managers themselves. He found striking the balance between ensuring the managers were producing good work but also effectively managing their own teams was extremely difficult. Later in the session he asked me what my advice would be if he had to choose just one thing to do differently or think about differently to help in his role of managing managers. It was a tricky question. In the end it boiled down to quite a simplistic answer but one that in my view is critical - 'behave how you expect others to behave'.
It sounds like such an obvious piece of advice, almost flippant, but role modelling is perhaps the most important part of being an effective manager. This would apply to anybody with supervisory responsibilities but it is even more pertinent for those who are managing managers. Understand that the people around you are watching all the time - with every action or inaction you are setting the tone and creating the benchmarks. As the article below says - be sure to manage people in a way that you expect them to manage their teams. It is unfortunately easier said than done - as human beings we are driven by habit and emotion which can prevent us from thinking enough about our behaviours and actions from a role-model perspective. Working life can also be busy and stressful, putting yet more obstacles in the way. So find a moment to step back, to look at your team, to think about your own behaviour and actions and challenge yourself - ask yourself that simple question - am I behaving how I expect other to behave?
People are watching all the time,” says Finkelstein. So be sure that you are managing your people in the way that you expect them to manage their own teams. “It’s useful to be deliberate and aware that people are paying attention,”
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Happy hour? A conversation about alcohol and work – culture, risk and belonging
From post-deal drinks to client events and team celebrations, alcohol is woven into workplace culture. Yet when something goes wrong, it’s rarely seen as ‘just a drink’.
With new duties on employers to prevent sexual harassment, and growing attention on workplace risk and inclusion, it’s time to take a more intentional look at how alcohol shapes workplace culture – and the risks it carries.
This short, focused webinar will explore:
• How alcohol contributes to conduct, harassment and reputational risk
• The assumptions we make about what’s normal, social or expected
• How alcohol intersects with inclusion, wellbeing and boundaries
• What to think about when conducting risk assessments and looking at policies
• Practical steps to build positive connection while protecting what matters
Speakers:
Helen Dallimore
Head of Training, Byrne Dean
An experienced facilitator, trainer and former employment lawyer, Helen works with organisations to strengthen leadership capability and embed respectful workplace behaviours. She brings particular expertise in creating inclusive cultures where people feel safe, respected and able to thrive.
Cicilia Wan
Principal Consultant, Byrne Dean
A former employment lawyer and experienced Head of Employee Relations in global financial services, Cicilia has seen first-hand how alcohol can affect conduct at work, with deep expertise in leadership, culture and people risk.
Steven McCann
Founder and Director, MCG Consulting
A leading voice in workplace addiction and recovery inclusion, Steven advises organisations on addiction awareness, recovery-informed culture and social mobility. He has spoken at the Bank of England and works regularly with law societies, the Legal Services Board and institutions across law, finance and corporate sectors.
Training Zone: Five 2025 training trends to address the knowing-doing gap
Matt Dean explores the knowledge gaps organisations are looking to close in 2025.
