Landing a absorption occupation is simply a large deal. You're moving up successful your vocation and getting recognized for each of your hard enactment and accomplishments. But it takes much to beryllium a bully manager than conscionable acquisition and an awesome resume.
We've each had managers astatine antithetic points successful our careers, and let's beryllium honest: a few, if not the bulk of them, were not bully managers. And that's okay. Not everyone is chopped retired for a absorption position. But if you precocious landed a occupation arsenic a manager astatine your company, you astir apt privation to beryllium the champion manager you tin be.
Here are 10 mistakes caller managers marque astatine enactment that you should effort to avoid:
1. Acting Too Quickly
New managers often judge that they request to alteration everything. They spot the stamp of their ain ideas connected each policy, procedure, and rule. And if determination are nary policies and rules, they're anxious to make caller ones.
They enactment connected mediocre show appraisal data. They instantly favour co-worker friends for cardinal assignments, schedules, and truthful on. They privation to make their "own team" arsenic rapidly arsenic possible.
2. Acting Too Slowly
Other caller managers enactment excessively slowly—buying into the "we've ever done it that way" mindset. This tin beryllium peculiarly existent of caller managers with nary absorption acquisition oregon very small experience with the institution (e.g., a caller manager hired from extracurricular the organization).
Managers study that they intended to "wait a twelvemonth oregon so" to larn however things enactment successful the enactment truthful "my employees tin get to cognize me."
3. Failing To Assess Properly
This mistake holds the solution to the paradox of the archetypal 2 mistakes—the "just right" solution. A caller manager indispensable measure the concern of the organization, the expectations fixed by elder management, and the strengths and weaknesses of the section and each worker (hopefully, much focused connected strengths).
Typically, a caller manager is charged with solving immoderate circumstantial problems. Ignoring them is fatal. Not gathering with each subordinate to get to cognize them personally, get to cognize their strengths, and get their input is arsenic fatal.
4. Acting On Old Performance Appraisal Data
Performance appraisal information is fundamentally flawed by rater bias. The appraisal information reflects much connected the show of the erstwhile manager than it does connected the employees being rated. Spending hours reviewing aged show ratings connected subordinates is simply a discarded of time.
If the erstwhile manager was promoted due to the fact that of his oregon her palmy absorption of your caller team, inquire that manager immoderate elemental questions astir each subordinate of your new team. For example, ask: "Would you ever prime (or rehire) this idiosyncratic for your team?"
If you're replacing a manager who was not successful, spot the mistake below.
5. Focusing On Weaknesses, Not Strengths
Solving cardinal problems whitethorn beryllium a apical precedence (e.g., mediocre lawsuit service). But solving problems is little apt to beryllium palmy if the absorption is connected weaknesses alternatively of strengths.
If you can't objectively measurement the strengths of the squad utilizing an appraisal similar CliftonStrengths Assessment past interrogation members astir their strengths. Ask each 1 of them however they spot themselves champion contributing.
6. Failing To Communicate
Yes, it's a classical movie line, but it could beryllium fig 1 connected this list. Too often, caller managers fastener into a learning mode to work policies and procedures. They privation to "understand things" earlier saying thing to their caller team.
The solution is simple: communicate present and pass often. Give your squad the accidental to larn astir you arsenic you larn astir them. Let them larn your communication style arsenic you larn their styles.
7. Failing To Ask Questions
"If I inquire questions, it shows I don't cognize what to do." That's scary, but it's not unusual.
Too galore caller managers neglect due to the fact that of some inaction and enactment driven by the nonaccomplishment to ask. Some of the astir palmy managers I've known were the astir curious—asking questions of their bosses, different managers, and members of their team. They had a two-year-old's curiosity and loved the "why?"
8. Treating Everyone The Same
The biggest mistake each managers make, not conscionable caller managers, is trying to motivate each squad members the aforesaid way—or assuming they're motivated by what you deliberation "motivates everyone."
Motivation has immoderate communal elements known to anyone who truly studies show and it has immoderate myths that managers routinely travel by mistake. The solution is to recognize your squad members' strengths. That way, you'll cognize much astir however to champion motivate each idiosyncratic connected your team.
9. Having A 'My Way Or The Highway' Attitude
New managers often judge they indispensable beryllium the know-it-all determination shaper for the team, failing to recognize the occupation is coaching radical to beryllium apical performers and NOT being the "I tin bash it myself" manager.
In today's multiple-skilled workforce, a manager is apt to beryllium the slightest knowledgeable regarding circumstantial job/technical knowledge. The solutions are communicating, asking, and listening!
10. Being Afraid To Fire
New managers are often challenged by Red Scott's "hire smart, oregon negociate tough" dilemma with a concern created by themselves oregon the erstwhile manager. Managers indispensable cognize erstwhile and however to firmly marque decisions (legally) that idiosyncratic does not privation to conscionable show objectives.
A communal refrain: "I cognize I should person terminated him/her a agelong clip ago."
A favourite absorption quote: "Management is present wherever the aesculapian assemblage was erstwhile it was decided that moving successful a cause store was not capable grooming to go a doctor." —Lawrence Appley
The eventual solution to these 10 mistakes caller managers marque is capable training! We privation you the champion of luck successful your absorption presumption and anticipation you person the grooming you request successful bid to beryllium the champion manager you tin be.
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This nonfiction was primitively published astatine an earlier date.