Why a ‘Seagull Manager’ might be the worst kind of manager

Through years of managing people both at Agent99 PR, and while working at other organisations, I came to learn that management of staff is quite an art form. Having had managers who I reported to in my previous roles, I also became familiar with the good, the bad and the rather ugly practices out there, the latter of which I vowed to stay away from when I built my company.

One management style, commonly known as "Seagull Management", (which I believe falls into the ‘ugly basket’), is when a manager seems to only interact with their direct reports when they feel a problem has surfaced. The perception is that this management style involves hasty decisions about things that the manager has little understanding of, which effectively results in a messy situation that others must clean up.

3 key reasons why I believe the Seagull Management style is ‘for the birds’… (I couldn’t help that one):

1. It doesn’t feel like a partnership

   Ultimately, working with employees means having a team to fulfil the roles that you just don’t have the time and (in many cases) the specialist skills to execute. In order to work as part of a team, the manager can’t just swoop in to ‘save the day’; it must be an ongoing partnership during the good times and the rocky ones. If you commit to being a part of the team and setting a vision of where you feel you are all headed, you are way more likely to see the consistently positive outcomes you are looking for.

2. It creates a fearful workforce

   If the team feels that you are only there when there is a ‘screw up’, the minute you show your face, they will be terrified. As a manager, you certainly have every right to be there when the going gets tough, as undoubtedly, the buck stops with you. But despite this, your role is not just to throw more rocks, you need to be there to guide and mentor them through the issue. In addition, it’s about creating a supportive environment so that people feel safe and empowered to make decisions, especially if they have proven themselves to be capable in doing so. It’s also important to give credit when credit is due. The team will know that you are not only there during a storm, but are watching and giving them the kudos and visibility they deserve when they have done outstanding work.

3. It makes life really tough for your team and builds resentment

   We are at work more than we are at home with our families. Sadly, that’s a fact. I am happiest when I know my team is happy, they are doing a great job and we’re keeping our clients chuffed with great results. If I just came in and out, threw in my two cents worth without taking the time to fully understand the issue, I don’t think anyone would actually last in our environment. And if my team feels like they constantly have to clean up a mess following on from my actions, they would feel resentful, and I would lose respect very quickly. This is a sure fire way to promote a negative workplace culture, so you best take heed.

However, if managing people and getting the best out of them means a lot to you (which it should), here are my 3 tips for what has worked well for me:

1. Collaborate, but be firm

   One of the best pieces of advice I received from my very first directors was: "When you have an issue, come to me with three solutions and a recommendation, and I will steer you in the right direction". I believe that management is about collaboration and guidance. The only way your team will grow is if you empower them to come to you with their ideas, and for you (based on your extensive experience) to assist in forming their rationale. This will be key, especially as they become senior members of your team. However, let me be clear on one thing. It is also your role to be firm if you see your employee racing down the wrong track too quickly. You must stop it, and must provide the reasons for them to do so.

2. Your one-on-one time with your team members is some of the best time you will spend managing

   Last year I started monthly coffee catch ups with each of my team members, which wasn’t about their day to day, nor was it a formal review situation. This became such a valuable tool that gave each individual the chance to talk about issues that they may have not felt comfortable raising at other points throughout the month. It also allowed a non-threatening platform for me to give feedback that they could take on board to either improve on their skills, or pat themselves on the back for a job well done. While extremely time consuming, I believe this is one of the best ways to manage people so that you are not blanketing comments to the whole team that may not apply to some individuals, and actually cause more harm than good.

3. Know what makes them tick

   What works for one person, I can tell you for sure, does not work for another. It pays to learn as quickly as you can what makes each individual on your team tick. For some it may be a pay rise and title, for another it might be consistent recognition of their hard work. And only you can learn what that may be. And when you do, adapting your style to suit will mean they are way more likely to be motivated and be happier at work, and ultimately produce at the standard you’re looking for.

If you truly desire to manage a motivated, bright team who will follow you to the moon and back, don’t just make an appearance when the chips are down. Really take the time to get to know each of your team members and what drives them and work together as a collective to achieve the best possible outcomes.