Congratulation, you’ve been appointed as a manager either for the first time, or for the first time at this level. You’re likely to be responsible for managing a team of up to 15 people, either in a company you already work for, or in a new organization. This is obviously very exciting for you though you may feel somewhat daunted at the prospect especially if you were previously a member of the team and now the manager.
However, provided you follow a few basic rules there is no reason why such fears shouldn’t be easily overcome and your new role will give you excellent scope to stretch your wings and fulfill your potential. This action list is intended to give you these basic rules and help to smooth the path forward into this new phase of your working life.
BECOME A CERTIFIED STRATEGIC MANAGER
- Research and Plan Your New Job.
First things first: if you’re moving to a new employer, find out everything possible about the company you’ll be working for the department or section you’ll be in, the job itself and anything else you can think of. Don’t prejudge what you’re going to find, and don’t be bound by what you’ve done before, or by how any of your previous employers operated. I’s also a good idea to find out a bit about your predecessor: why he or she left, what style they preferred, how people responded to that, what may need to be changed, and so on. (If you’re staying in the same company, you may know this already, but it’s worth doing some extra research.)
From all this information, try to form a least tentative plan in advance – it’s much harder to do this once you’re in the position. What do you want to achieve? How might you need to develop yourself to match the new demands? Reflect as honestly as you can on your strengths and weaknesses; how might you use your qualities and experience to the greatest advantage, and compensate for your limitations? - Engage with Your Team
Once you start your new job, make this your first priority. What is the purpose of your department, team or unit? What work is being done, how do things stand at present, what customer expectations need to be met? Get all your team members together as soon as possible to introduce yourself, and then arrange meetings with each of them individually. While keeping these meetings as friendly and informal as you can, allow a generous amount of time and plan some kind of framework for the discussion. Listen carefully to what people have to say, and get information about them as individuals. Most importantly, ask each person the question: what should I do or not do to help you perform your job effectively. - Plan some “Quick Wins”
Now is the time to plan a few targets that you can hit quickly and easily, which will help you to feel more at home and on top of things. Achieving these also eases the pressure you feel to perform and create a positive first impression, and begins the relationship-building process. Quick wins might include things like familiarizing yourself with systems or ways of working if you’re new to the company (for example, the internal e-mail system); setting up an early discussion with your line manager, arranging introductory meetings with suppliers or customers (external and internal), or even taking your team members to lunch. - Clarify What Expectations Others Have of You
You may be lucky enough to have been given a detailed job description but the chances are there are still large gaps in your understanding about the task and priorities, what is or isn’t acceptable in the new environment, and on what criteria you will be judged by your boss, peers, customers and others. Don’t be afraid to ask a lot of questions to clarify these issues and then be very honest with yourself. Can you meet these standards? If not, what might you need to do? Who could help and what might the price be? - Beware of “New Broom”
While you will evidently be eager to get going and to make your mark, it is important that you tread delicately – at least to start with. Don’t assume that your new team will welcome your style or your ideas with open arms, even if your predecessor was unpopular. They need to feel they can trust you and that you respect what they’ve been doing previously, before you can count on their support and cooperation. Above all, don’t depart too dramatically and quickly from established practice. - Show Your Commitment to Individual Development”
From your initial meetings with your team, you will know what their individual inspirations and hopes are for their jobs going forward. Follow up by setting a code of management practice that you tell all team members about and then follow it rigorously. This code might include commitment to assess training needs to hold regular team meetings and one-on-one sessions to set specific goals and to evaluate performance against these goals. Support this code by the way you yourself behave toward team member. Make a point of appreciating extra time and effort that people put in, listen closely to what they say and be generous in your praise of their good qualities or achievements. The point is by demonstrating to your team that you as their manager are on their side and will do everything in your power to support them, you will gain their trust and acceptance and the performance of the whole team will be greatly enhanced. - Lead By Example
An effective manager needs to be a role model so it almost goes without saying that you must be / set an example for how you want your team members to behave. Lead by involving people in establishing group objectives, setting standards, and achieving deadlines and demonstrate your own strong personal commitment to achieving the team’s goals. Set an example too by maintaining high standards in your appearance and general behavior and by establishing warm, friendly relationships - Take Stock Regularly
At the end of your first week, identify issues that need attention and make a plan for the following week. Get into the habit each week of setting aside time for review and planning. Don’t let your mistakes lead to self-doubt: everyone makes them, and good managers learn from them while bad ones repeat them. The pattern of behavior you set in your first three months will be extremely hard to change later.
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