You have just been selected for a management position in your organization. If you are like most new managers, you were selected because of the great job you were doing, you have had very little if any management training, and you have many concerns as you transition into this new role. Welcome to the real world of management. Instead of being one of “us,” you are now one of “them.”
As an executive coach, two of the areas I continually find is the inability of managers to effectively delegate and their strong tendency to micro-manage. One other area managers have difficulty with is having a clear sense of what they were hired to do in their new role. The main causes of these problems can be traced back to: they were good at what they did and work was delegated to them, they are most comfortable in doing what they excel at so they want others to do it the same way, and most newly appointed managers are not provided a clear picture of what is expected of them - nor do they ask.
As a newly appointed manager make sure you quickly gain a solid understanding of the situation, the priorities the organization believes you are responsible to carry out. What will you need to know and do to sustain, propel and grow your success in your new role? What should you focus on during one of the most challenging times you will find yourself in your career? Your success during this transition will be a strong indicator of how successful you will be in your career as you move forward.
The following approach can help you rack up some “quick wins” as a new manager - which unfortunately is expected. As a manager you must shift your focus from individual achievements to getting the job done through the people you manage. You must learn quickly to orchestrate the collective strength of your team to accomplish visible results. Its no longer about you…It's about your team.
First: Get your team onboard by providing a compelling overall vision, mission, strategy and some specific goals which need to be accomplished. Paint the picture and share the knowledge of where they collectively need to go so they feel they will have impact on the organization. This will energize your team as they will be in on the facts.
Second: Delegate effectively, empower and trust your people to get the job done. Resist the urge to second guess or micro-manage. Remember, as a manager you are getting paid to hire, train and grow talented people who will benefit the organization.
Third: Focus on the big picture and let your people focus on the details. One of the biggest failures associated with new managers is their failure to stay out of the minutia. Let your team deal with the details. You need to focus on the broader responsibilities of managing the overall operation.
Fourth: Don't jump to hasty conclusions; don't begin your management role with solutions you have already formulated. Listen to learn and engage others on your team. Their input will bring them onboard and will lead to better solutions and their support.
Fifth: Don't manage your team…Lead, train and mentor them. Most people are looking for a coach who will grow their ability to be more successful in their career. Demonstrate in any way you can that you are interested in helping them with career-making skills and competencies. The best managers learn about their team's strengths, weaknesses, aspirations and motivations, and then take actions which address these areas with all team members.
Sixth: Brainstorm with your team the possibilities for both individual and group accomplishments. What collective accomplishments can they contribute towards? What value can they add which will be recognize by both colleagues and upper management? People love to be on a winning team that completes meaningful work.
Managers, both newly appointed and those who have been in place for a period of time, and at all levels, can be very successful if the above six approaches are followed. Both the individual and the organization will benefit and realize the full potential of their own and the organizations talent. Welcome to the world of management.
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218
Date Published :
Feb 20 2009