"Management is nothing more than motivating other people."
Lee Iacocca Congratulations! You've finally gotten that promotion you've always wanted and now, you're a manager - perhaps for the first time in your career. And now? If this is your first time in the management world, you may be nervous. That is an understandable, common state of mind. and in fact also quite predictable. This is something that is going to be very, very different from what you have done so far. Management has a completely different set of objectives and rules; in addition, a different type of skill is required. Very often people new to the management experience do not fully understand what it means to be a manager - especially how it will affect their future life (that's right, your life will change significantly). Especially if your salary has changed accordingly.
This article will introduce you to a set of guidelines that you can use as a reference to orient yourself in what can often be a chaotic transition. It is certainly not a complete set of instructions to be carried out on a day-to-day basis; now that you are a manager that concept no longer exists. However, it is a sensible set of ideas that will help you in the decision-making process of the objectives to be pursued and the management of your staff. So take a deep breath and let's get started!
Steps
Step 1. Understand what management means
What distinguishes managers significantly is that they have to separate themselves from the concept known as "individual contribution". Managers are not, fundamentally, individual contributors. This means that you will be responsible for the work of others; your success depends on how well your team works. You are now responsible for much, much more work than you can ever produce yourself (see warnings). You can't solve all problems - don't even try … that's not your job anymore.
Step 2. Prepare for change:
This will definitely get chaotic and frustrating… maybe not immediately, but managers are often pushed in multiple directions. You may be forced to follow a new way of dressing. You will have new rules to abide by (especially in the Human Resources area).
- Find a mentor: Not your supervisor, but find another manager with a lot of experience and ask that person to help you transition. This is a very important and often underestimated tool. Furthermore, it will allow you to gain considerable esteem in the eyes of your superiors, since it shows maturity.
- Join a networking group: There are several of these (Toastmasters for example). Ask other managers and directors about local clubs. Take advantage of networking opportunities in your area.
- Contact the Human Resources department: Go to the Human Resources department and ask if there are any books or Training Courses that can help you. Read a little about being a manager. There is a mountain of literature on the subject. You can read some of the most popular books. ("The One Minute Manager" and "The Seven Habits of Highly Effective People" among the main ones).
- Help your staff accept your promotion: it is possible that the staff you are going to manage is made up of your former colleagues, and this will most likely cause envy (possible resentment) and friction. You can't prevent it, but if you keep the lines of communication open, you can scale the problems down. In any case, remember that you are now in management and even if you are not going to flaunt it, you cannot allow your old colleagues to take advantage of the previous relationship. However, even if they weren't your old colleagues, having a new manager is always nerve-wracking. Direct the staff and let them know about your plans. Consolidate the manager / staff relationship as soon as you can. Although it may seem a bit clunky at first don't be embarrassed … Just follow the steps, try to be yourself, and don't forget where you started from.
- Don't Neglect Family: Husband-wife-lover-whatever, your kids, if you have any, friends still need your attention, just like before. You will have a lot more to worry about now - management is a pretty difficult change. Keep your priorities in order. If you know of people complaining that you have become distant - take note. You don't want to allow your career to ruin your relationship with your family (you wouldn't be the first).
- Don't Neglect Your Health: OK, you've found that it's actually fun. The work is exciting, you are working more, probably even at home, you go to sleep later, you get up earlier, the management of family and children is probably going well too… are you getting enough sleep? Are you really sure?
Step 3. Identify your goals:
Specifically, what are the deadlines for your goals? You want your team to reach targets every hour, day or week; What about your new goals like the productivity review? Write everything down and put it on display (see tips). This will make up your checklist. One tip, this list will change over time; it is a document to be kept up to date at all times. Some things may remain fixed (service levels, for example), but others may change based on the strategies of the Executives. Review the list frequently, critically, and change it as needed.
Step 4. Get to know your team:
you need to know the strengths and weaknesses of each member of your team individually. John is able to work very fast, but sometimes he misses some details. Jane is extremely thorough, but has management issues with the volume of work done. Bill has an excellent relationship with customers but never manages to say "no" to customers while Mary has great technical skills but is not suited to interacting with people. You really need to know all of this very, very well as you will need to use this knowledge to balance your team's productivity.
Step 5. Adapt operations with your staff:
Use the information gathered in the steps outlined above to match people with the work to be done. This process is called skill assignment. Basically you want to "exploit" each person's strengths in order to get the best result from everyone. If you have the opportunity, bring together people who have skills that complement each other. For example, you could assign John and Jane a project or have Mary and Bill consult with each other to make a presentation.
Step 6. Meet your team members:
Regular face-to-face meetings are essential for good management. These meetings have many purposes:
- Give feedback on job performance: Discuss the previous week's goals including what went well, what areas should be improved, and how to ensure that improvement is achieved. This will pertain to …
- Broadly show the objectives for the next meeting: These are usually referred to as "action items" and will create the basis for the next weekly production review.
- Try to always be aware of your staff problems: Of course, now that you are a manager, you will tend to lose some contact with your team and it is something that you need to realize. The only way to stay up to date on issues affecting the performance of your team (and consequently your work) is to listen to your employees!
- Get advice on possible ideas: Your staff wants to get involved. Without exception, the main factor behind people leaving their jobs is bad management - which very often comes from feeling ignored. You will be judged not only on the performance of your team, but also on the turnover rate of your employees.
- Motivation: Peter Scholtes, in his lectures, usually indicates that people tend to be self-motivated. The best managers are those who can find ways to make their employees motivated to carry out their work with satisfaction and pride. Also use these meetings to find out what your employees are excited about and use it to improve their collaboration.
Step 7. Show yourself
Don't isolate yourself from your team. Sometimes the initial volume of work will seem to suffocate you and you may have a tendency to lock yourself in to keep up - especially now with the sheer amount of paperwork you will surely find yourself in your hands. You absolutely must not give the impression of living in the "ivory tower". If your tam members are not used to seeing you, they will begin to have an attitude of anarchy. Things could have bad repercussions on you. Even if you are managing remote staff, you need to make them "feel" your presence. If you manage a staff on multiple shifts, be sure to visit them all regularly.
Step 8. Document your team's activities:
The rua review will largely focus on your team's performance so be sure to keep a written record of issues and achievements. This will be particularly important if major problems arise. it is natural to expect problems; how to manage them is the fundamental element that you and your team need to focus on.
Step 9. Reward good performance:
It does not mean giving money… although welcome, it is not the main motivating factor for achieving good performance. Recognition is much more effective. If you have the authority, perhaps you could grant a premium license (an extra day of vacation for a great achievement). Make it happen regularly, make it achievable but difficult. When you give a prize, do it in a blatant way (reward in public, warn in private).
Step 10. Learn to train:
There will inevitably be times when you need to correct a behavior. Learn to do it properly. If you do it correctly, you will get the desired results. If you do it the wrong way, things could go very badly.
Advice
- Post your goals: When displaying your goals, and those of your team, make sure they are highly visible. The team needs to see them - always. "Increase your service level by 5% over the next 6 months" shouldn't be a secret. Distribute updated goals as they become available.
- Compliment your staff: The little things last. Telling people they are doing a good job really makes a big difference! Don't do it often though to keep it from becoming meaningless, but make it clear that your staff's work is truly appreciated.
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Never stop communicating!
: Your staff will feel much more involved if you let them know what's going on. Everyone wants to see the "grand scheme of things" sometimes.
- Try to be fair, but firmly: The time will come sooner or later when it will be necessary to take disciplinary measures that can lead to a dismissal. This can be incredibly difficult even for an experienced manager. How to discipline employees is a separate topic and is beyond the scope of this article, but good references can be found. The shortest answer is to always try to be consistent and document everything.
- Use the Human Resources Department: If you have a Human Resources department, they are now your new best friends. They are a resource to be welcomed with open arms. They can help you with rewards, with discipline, and above all they can help you stay away from legal problems; they really like that you are aware of it. Really, they're on your side.
- Become familiar with the EAP: EAP stands for Employee Assistance Program. Most large companions have one and it can be incredibly useful. If someone on your staff has personal problems, let the EAP take care of them (NOT try to be a staff psychologist). If you start having personal problems (read the warnings) remember that the EAP is also available for you.
- Set a good example: A leader should focus on always setting a good example in all aspects of their work. Be an exemplary role model for your colleagues by radiating a positive presence. Show compassion, understanding, and respect, and make your duties include teamwork and dedication. it is very important that managers and supervisors show the highest values in the workplace. If you have a publicly visible position that puts your private life in the spotlight, understand that your whole life is reflected under the example you are setting.
- Hire a Coach: In addition to the mentor - hire a person to train you (if you have the opportunity). A mentor can be a great support but may not always have the time to dedicate to you. A coach is an experienced professional who has no commitment other than to adapt to your schedule and will help you achieve your own personal management style.
- Remember the High Level Goals: Try to be consistent. Communicate clearly and set misunderstanding goals. Listen. Provide ongoing feedback, especially when it's positive. Remove obstacles to your team's success.
Warnings
- Don't try to do the work of your staff: There is an old saying: "If you want something done right, do it yourself". Forget it. Get it right out of your head. You've never heard of it, it means nothing, and it's a co-productive concept. If you want something done right, assign it to the right people and work on motivating your employees. If you try to get your hands on it too much, you'll never be a good boss. Your job is to manage. It means that it is completely appropriate to let others work for you.
- Maintain Employee Confidentiality (Whenever Possible): It may happen that this is not possible at times (certain HR issues such as potential workplace abuse), but if someone comes to you with a problem try to be cautious with their secrets. It really only takes once to destroy your reputation as a confidant and you can run into legal trouble. If someone tells you "this is in confidence" make sure that person knows that you are not allowed, as a manager, to keep certain things confidential.
- Maintain Company Confidentiality: You will learn certain secrets. Often, we tend to reveal secrets as it makes us feel more important. If you hear of upcoming layoffs, and you "slip" it out of your mouth without authorization, be prepared to be part of that list. it is always difficult to see this happen but no one has said that being a manager is a simple thing.
- Be prepared for longer working hours - it's a fact. Your salary now provides that you are willing to do whatever is necessary to complete a project, or achieve a goal, etc. It is true that managers have bonuses and benefits that regular employees do not have, but now you also have additional responsibilities. Never arrive late, and don't leave early. Okay, maybe once in a while you'll have something to do, of course - just like everyone else. Just don't make a habit of it. You are a leader now, so act accordingly.
- The weekly face-to-face NOT they are performance reviews. Or at least, that's not the only purpose for which you have this kind of one-on-one meeting with your employees. You want them to be less formal and more open to discussion. Don't try to control them too severely - it's a time when both you and any member of your staff can exchange views, it goes both ways.
- The transition to manager can seem truly intimidating. It's not always traumatic, but very often new managers will experience a lot of stress before they get comfortable with the new position. Find someone to talk to. If you've found a mentor (step 2) that person can actually give you support. Don't keep it all inside - watch out for any unwanted behavioral changes (anger, suspicion, increased alcohol consumption, and so on).
- Don't blame the entire department for one person's mistake. For example, if Jane is the only employee who always arrives late, don't send a group e-amil warning them to be on time or you will take action. Rather, he meets Jane privately to discuss the issue.
- Never berate an employee publicly.
