I often think about Jackie.
More specifically, the day we first met in my office.
In a short amount of time, Jackie had achieved great results in another division, and senior leaders “strongly” suggested she’d be a great fit for an opening role I had in my product team.
I reluctantly agreed to allow her to join us. Her past results were impressive for sure, but I was wary. I was not too fond of her aggressive style and the way she was pushing the envelope. I was concerned she’d damage our team dynamics and that her ambition would generate chaos.
So, I decided to test her hard at the risk of being one of these bad managers. I’m not proud of what I did, but wait and see what happened:
I started by micromanaging Jackie. I would scrutinize every detail of her work, secretly hoping she’d feel disheartened and discouraged. But Jackie was smarter than that. Determined to gain my trust, she devised a plan to demonstrate her proactive nature and transparent work processes.
One-on-one meeting after another, Jackie kept expressing her commitment to the team’s success and her desire to work more autonomously. She presented me with a comprehensive outline of her tasks, detailing how she intended to approach them and the milestones she aimed to achieve.
Despite that positive point, I often left her out of crucial decision-making processes. Again, instead of growing frustrated, Jackie took the initiative. She began actively seeking opportunities to provide valuable insights and ideas. Jackie researched industry trends, analyzed market data, and shared her findings with me and the team. Gradually, her contributions gained recognition and earned her a spot in important discussions.
I must admit I also lacked transparency with Jackie. To address this issue, she requested regular feedback on her performance. She asked concrete questions, seeking clarification on expectations and areas for improvement. By initiating these conversations, Jackie displayed her commitment to personal growth and showed me that she valued open and honest communication.
Soon enough, Jackie noticed that her colleagues were being assigned exciting projects and given true career development opportunities while she seemed overlooked. Instead of harboring resentment, she proactively demonstrated her skills and dedication. Jackie took on additional responsibilities voluntarily, going above and beyond her assigned tasks. Through her commitment and outstanding performance, she caught my attention again.
Slowly but surely, I was warming up to the idea that Jackie was a stellar player. However, I still had difficulties recognizing her growing contributions.
Not a problem for her!
Instead of waiting for recognition to come her way, Jackie made it visible. Whenever she achieved a significant milestone or completed a challenging project, Jackie would compile a summary of her achievements and send it to me, accompanied by a sincere expression of gratitude for the opportunity to contribute.
I cracked! What a mean and stupid manager I’d been!
Jackie was indeed an exceptionally talented individual, always striving to deliver her best work and contribute to our team’s success. Her strong will and determination helped her address all my trust issues.
From now on, our relationship gradually transformed from one filled with doubt and skepticism to one built on mutual respect and trust.
Jackie left our company after a couple of years to pursue an exciting executive career. She’s now a well-recognized senior executive at a Fortune 500 company.
Yes, I often think about Jackie. She helped me stop being a mean manager, and her journey reminds me that, with determination and a sincere desire to build trust, one can mend even the most challenging relationships, leading to personal growth and success.