The basic idea of the Leader User Manual is that managers should create a short guide to their personality, work style and, yes, even quirks, so that their direct reports would know how to best work with them.
I first heard of this “user manual” idea when I read Adam Bryant’s 2014 article in the New York Times called, “Want to Know Me? Just Read My User Manual” in which CEO Ivar Kroghrud described how he created a one-page “user manual” so his team would know how to best work with him. Adam Bryant later expanded on this idea in his article, “What If You Had to Write a ‘User Manual’ About Your Leadership Style?”
Leader User Manual: The Design
I once worked with a client to design a leader's owner manual. We approached the task with a bit of lightheartedness. Since it's literally ego-centric to be generating this "all-about-me document" and he didn’t want his team to take it too seriously. While most other manager user’s manuals we found online were simple text documents, we tried to make his resemble a refrigerator user’s manual or a guide to some other appliance. We are not graphic designer so we did the best we could working in PowerPoint.
Most appliance user manuals have an illustration of the appliance with numbers and lines pointing to it’s different components. We used a simple Arial font, and some universally understood “danger” symbols to round out the look.
Leader User Manual: Personality Traits
Most people doing this exercise just reflect on their strengths and weaknesses, likes and dislikes, and some quirks they have self-awareness of. My client had taken a number behavioral assessments which helped us rely on what we thought was (more) objective data including:
- MBTI
- Big 5 Personality
- Insights Discovery
- CliftonStrengths (formerly StrengthsFinder)
- Strengths and Weaknesses from the above profiles in narrative form
When it came to strengths and weaknesses there is an inherent problem in that most of us have very low self-awareness. Do you just think you know your weaknesses or are there some level of objectivity to it? In my client's case we just lifted the verbatim descriptions from the personality assessments he had taken. If you don’t have this information you might look back at the comments from your prior annual reviews. Or perhaps ask five friends who you trust to give you real feedback.
Leader User Manual: 360 or Employee Engagement Survey Results
I often coach leaders that the best way to improve their employee engagement scores is to hand out their results to their team and just ask them for advice about their lowest scores. “How can I do better? What specifically can I do to improve communication on the team?” Often the leaders seem incredulous and some directly challenge the idea. “I’m far below the company average on my engagement scores. You actually think I should let my team know that, and have them tell me what to do?” Yes.
There can be no great leadership or team performance without a foundation of trust. And vulnerability builds trust. If a leader shares their weaknesses, their developmental areas, and their past failures their staff will know they're not BS’ing them on the other stuff. And their staff will be more likely to be honest and forthcoming with them.
Your leadership user’s manual is a great way to bake vulnerability into the team culture. It’s a terrific way for you to “go first.”
Leader User Manual: Work Style
When you think about your prior bosses, the odds are everyone on the team knew about quirks to their work style. You have quirks to your preferred work style. Are you a morning person, should you be left alone until your second cup of coffee? Do you welcome walk-in’s to break up the drudgery of the day, or despise being interrupted? Does your closed door mean don’t knock unless the building is on fire, or go ahead and knock you just wanted some quiet?
In my client's case, it was easy to write this section. As much as possible my client tries to do deep work in the early mornings, and meetings and calls later in the morning and the afternoon. As much as possible he doesn't like unplanned meetings and calls.
Leader User Manual: Do’s and Don’ts (or Warnings)
Most of the user’s manuals we found online included a section of “Do’s” and “Don’ts.” As a variation of this we decided to include “Warnings” and “Known Defects” as a callback to the appliance manuals I was looking at. With limited space, it felt like we should really stress his worse elements rather than focus on “do’s.”
Leader User Manual: Getting Feedback
Proud of his work, my client shared version 1 of his user’s manual with his team. Their reaction was mixed. Overall they loved the idea of it, and we agreed that everyone could create one, not just the boss. We should all have a one-sheet to remind ourselves and to share with others the best way to work with us.
The most interesting reaction was that his team said they wanted less “do not’s” and more tips on what to do. My client did not discount this feedback, but he thought it was inferred. If my client “dislike unscheduled calls and meetings” a tip may be to always schedule time on his calendar if his staff wants to discuss something. But clearly the sheet needs to dive deeper and be more explicit into the positive ways to work together.
Taking Action
Creating a Leader User’s Manual is a great exercise. It will remind you of your own unique profile, and will catalyze a conversation with your team about work styles and how you can all work together to maximize team outcomes.
To your greater success and fulfillment,
Peter Mclees, Leadership Coach, Trainer and Performance Consultant
SMART DEVELOPMENT
To your greater success and fulfillment,
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