The Practice of Management
Remember that old Monster.com ad where the kids said things like, “I want to claw my way up to middle management” and “I want to file all day”? Yeah… no one dreams of becoming a manager.
We dream of making an impact. Of doing meaningful work. Of being recognized. But managing people? That’s the punchline, not the plan.
And yet—somehow—you end up with the title. Congrats! You’re now responsible for deadlines, deliverables, and Dave from Accounting who keeps replying all.
Here’s the thing: management isn’t a glamorous career goal for most people, but it is one of the most important roles in any organization. Gallup even says managers account for 70% of the variance in team engagement. No pressure.
So maybe it’s time we stop thinking of management as a stepping stone or necessary evil, and start seeing it for what it really is: a practice. Like yoga, medicine, or sarcastic commentary on LinkedIn. Something you show up for regularly. Something you keep working at. Something that’s never truly finished.
Management as a Practice
Let’s be honest. Most people get promoted into management because they were good at something else—writing code, closing deals, running projects, staying calm when the printer caught fire. But managing people? That’s a whole different game. And nobody handed you a playbook.
That’s where the “practice” part comes in.
Management isn’t a one-and-done training. It’s not something you master after a couple of YouTube videos and a team lunch. It’s a craft. And like any craft—whether it’s woodworking, writing, or making the perfect espresso shot—it takes time, effort, and repetition.
You’re not going to nail it every day. You’ll give feedback that lands like a lead balloon. You’ll forget to loop someone in. You’ll have meetings that feel like group therapy mixed with interpretive dance.
But the goal isn’t perfection. The goal is progress.
It’s about showing up consistently. Learning. Tweaking. Trying again.
And the real shift? It’s when you stop just trying to survive in your role—and start leading with clarity and purpose. That’s when you go from reacting to guiding. From managing tasks to influencing outcomes. From dreading team meetings to actually making them matter.
Because when managers lead with clarity and purpose, the whole team feels it. Work makes more sense. Priorities click into place. People show up differently.
That’s the power of practicing management—not just as a job title, but as a way of leading.
Let’s Retire the Phrase “Soft Skills” (Seriously)
Let’s just say it: the term “soft skills” needs to be escorted out of the building. Maybe with one of those little cardboard boxes and a farewell sheet cake.
There is nothing soft about the skills it takes to manage humans. Navigating conflict, motivating people who are this close to burnout, having performance conversations that don’t end in tears or rage-quits? That’s not soft. That’s advanced emotional jiu-jitsu.
And yet, for some reason, we still lump these essential abilities under the label of “nice-to-haves.” As if they’re optional. As if technical expertise can magically compensate for a total lack of empathy or communication chops.
Let’s be clear: these aren’t soft skills. They’re power skills. Essential skills. Leadership skills. Take your pick—but let’s stop downplaying them.
Gallup’s recent research backs this up. The top traits of high-performing managers? Clear communication. Coaching mindset. Empathy. The ability to build trust. Not a single one of those comes from an Excel wizardry course.
Even LinkedIn’s 2024 Workplace Learning Report shows that the most in-demand skills are things like adaptability, emotional intelligence, and collaboration. (You know—the “soft” stuff.)
Here’s the deal: the technical side of management is table stakes. The human side? That’s where the work gets real—and where the best managers separate themselves from the merely average.
And just like any hard skill, these leadership behaviors can—and should—be practiced until they’re second nature. Muscle memory. Part of how you lead with clarity, purpose, and yes, confidence.
Top 10 Essential Skills Every Manager Needs to Practice (Over and Over Again)
These aren’t skills you master once and check off. They’re habits you build, trip over, rebuild, and—eventually—own.
1. Know Who You Are (Values & Identity)
Before you manage anyone else, you’ve got to manage you. That means knowing what you stand for, what drives you, and what kind of leader you want to be. Your values aren’t bumper stickers—they’re your decision-making compass. When you’re clear on what matters most, you lead with more purpose, more consistency, and fewer “how did I end up here?” moments. Start with reflection. Add feedback. Mix in DiSC or any assessment that helps you get a mirror view of how you show up.
2. Communication
Clear is kind. Vague is chaos.
If your team is confused, overwhelmed, or misaligned, nine times out of ten, communication is the culprit. Your job is to cut through the noise—whether it’s explaining a new initiative, giving direction, or just sending a Slack that actually makes sense. Say what you mean. Say it more than once. And don’t assume your message landed just because youunderstand it.
3. Crucial Conversations
Real leadership starts when things get uncomfortable.
Avoiding tough conversations doesn’t make you a nice manager—it just makes things messier later. Whether it’s calling out a behavior, addressing underperformance, or setting boundaries, you’ve got to lean into discomfort. Tools from Crucial Conversations (yes, that classic book still holds up) can help—but courage is the first skill to practice here.
4. Listening (For Real)
Here’s a hot take: most managers think they’re good listeners. They’re not.
Listening isn’t nodding politely while mentally planning your next response. It’s presence. Curiosity. Giving your full attention and actually hearing what your team needs. Pro tip: if your team says, “I feel like you really listened,” that’s the win. Anything short of that? Practice more.
5. Team Building
You don’t need ropes courses and trust falls.
Team building is about creating an environment where people can do their best work together. That means clarity on roles, open communication, shared goals, and knowing how to handle friction before it festers. Want your team to trust each other? Start by modeling that trust yourself.
6. Delegation
If your to-do list is a disaster and your team is under-challenged, you’ve got a delegation problem.
Delegating isn’t dumping tasks. It’s trusting others to take ownership. It’s also a sign that you’re thinking strategically instead of trying to be the hero. Give the work away—but keep the accountability. And maybe let go of the idea that no one else can do it like you. (They can. And they should.)
7. Critical Thinking
Managers don’t just react—they evaluate, question, and decide.
Critical thinking is the antidote to knee-jerk decisions and shiny-object syndrome. Ask better questions. Challenge assumptions. Look for root causes, not just symptoms. And yes, sometimes the answer is “let’s pause and think this through.”
8. Motivation
You can’t “motivate” people with pizza and pep talks.
Real motivation is about creating the conditions where people can do meaningful work, feel valued, and grow. Learn what drives each person on your team (spoiler: it’s not the same for everyone). Reference Daniel Pink’s trio—autonomy, mastery, purpose—often. If you build that into your culture, people will show up differently.
9. Coaching
The best managers don’t give answers—they ask better questions.
Coaching is about helping your team think, reflect, and grow. It’s not performance reviews or micro-managing. It’s about curiosity, presence, and trust. When you shift from “how do I fix this?” to “how can I support this person’s growth?”—that’s when real leadership kicks in.
10. Feedback & Task Management
These two go hand in hand.
You need to give feedback early, often, and like a human—not a robot reading from HR script. Praise what’s working, course-correct what’s not, and make it a conversation, not a lecture.
On the task side, you’ve got to stay organized. Keep the trains running. Remove roadblocks. You don’t have to be a productivity ninja, but you do need to be reliable. When your team knows what’s expected and how things are moving, the whole system works better.
Want to Put These Skills Into Practice?
You made it through the list. Maybe some of these skills feel familiar, others a little intimidating. That’s the point. Management is a constant loop of learning, adjusting, and practicing again.
You don’t need to master everything overnight—but you do need to keep showing up. And if you’re ready to take that next step, I’ve got something to help.
Download The Manager’s Guide to Success—a no-fluff, practical resource that builds on everything in this post.
✅ 10 essential skills
✅ Actionable tips and reflection prompts
✅ No jargon, no overwhelm—just what works
👉 Click here to get the free guide + weekly leadership tips
Prefer to skip the inbox for now?
Whether you’re brand new to managing or you’ve been leading teams for years, there’s always another level. The key is to keep practicing—with clarity, with purpose, and with the kind of confidence that only comes from actually doing the work.
