Great managers do these 4 things every day

Being a boss isn’t easy, so we gathered these great tips from the Harvard Business Review on effective techniques that are in the repertoire of every successful manager:

Your team will be more receptive to your management if they can see that you practice what you preach. If you want to your employees to be more engaged at team meetings, don’t let them catch you checking your email on your phone in the conference room. If you’re angling for increased productivity from your staff in the coming year, be the first one in the office and the last to leave—research from the HBR suggests that “people are more engaged if they work for a manager who is working at least as much as they are.” But also take care to ensure that your team’s workload is evenly distributed and that no one feels as though they’re shouldering an unfair burden.

Managers who make a special effort to show they care about their employees on a personal level are more likely to get the best out of those employees in the workplace. Building real relationships can be as simple as spending a few minutes each day asking team members “How are you doing?” or scheduling quick one-on-one check-in meetings every few weeks. Take a legitimate interest how their vacation was or what their kids are up to—showing empathy builds trust and camaraderie, and will make your team more eager to go the extra mile or put in long hours during crunch time. It also ensures that you have the pulse of the office and can head off potential issues before they become problematic.

It’s easy to get tunnel vision when you’re so focused on your own team and department, but taking the time to network with colleagues across the company can have substantial benefits for managers. Build relationships with managers and staff at your company working outside your own area of expertise who you can reach out to for input when necessary, and encourage your team to do the same. Aside from the obvious benefits of building a pleasant social environment in the workplace, you never know when one of these relationships will come in handy. As HBR puts it, “employees rely upon their manager to provide a coordination role with other teams across the company and [managers] are unable to do that effectively if they don’t have a big enough network.”

Employees want their boss to be a straight shooter. Honesty builds trust, even when being honest is uncomfortable. Explain your decisions—especially difficult or unpopular ones—in frank terms, ignoring the impulse to spin or obscure the facts. Your team might not always agree, but they’ll respect you for being honest. This respect is a huge deal: HBR found that feeling respected by management is the single most important factor in determining employees’ workplace performance and engagement.