New skills include knowing when to interfere or assist team members without micromanaging or taking over a task, giving up control (for example, the mental adjustment from wanting to complete tasks individually to allowing others to take ownership), and trusting others on the team to do the work that the first-time manager ultimately will be responsible for. Delegating and Micromanagingįirst-time managers need the ability to identify which tasks can be done by themselves, versus which tasks can be given to subordinates. Communication is one of the most important skills for leaders.
FIRST TIME MANAGER PDF HOW TO
New skills include keeping lines of communication open, learning how to communicate to achieve the best outcome, and effectively communicating goals and expectations with subordinates and superiors. Communicatingįirst-time managers must communicate with people across all levels in the organization, including team members, superiors, and peers in other departments. New skills include mentoring and coaching team members on their career development. For most new managers, a focus on developing employees is new. Coaching, Developing, and Mentoring Othersįirst-time managers are now in the position to develop subordinates’ knowledge, skills, and abilities. New skills include holding subordinates accountable for their actions, and effectively dealing with employees who lack ability, knowledge, or experience. Managing Performance and Accountabilityįirst-time managers have to overcome discomfort with giving subordinates feedback about poor performance. New skills include the ability to inspire their subordinates to complete assigned work, to encourage others to surpass expectations, to understand what motivates others, and to be able to motivate without monetary incentives. Motivating Othersįirst-time managers must be able to motivate direct and non-direct reports. Those without strong political skills may find themselves struggling as a manager. New skills include gaining visibility with upper management gaining an understanding of the company’s corporate structure, its culture, and politics and navigating organizational change for themselves and their team. Managing Internal Stakeholders and Politicsįirst-time managers now must learn to assert their opinions to upper-level management, including speaking for their subordinates or department. New skills include the ability to give directions to team members and monitor the team’s work to stay organized and meet deadlines, the ability to build and lead a team, and the ability to maintain or enhance team chemistry. Leading Team Achievementįirst-time managers must provide leadership and guidance to their team when directions and expectations are unclear. New skills include time management, stress management, relationship management, and industry-specific expertise. Developing Managerial and Personal Effectivenessįirst-time managers must learn to be leaders while still being productive employees. New skills include influencing others, managing, and coordinating employees who aren’t in their direct line of authority. Adjusting to Managing People and Displaying Authorityįirst-time managers find it difficult to transition from being a colleague to a superior, all while maintaining positive personal relationships and gaining respect. The 12 Most Common Challenges Faced by New ManagersĪs outlined in our white paper, our research found that these are the 12 most common challenges of management - especially for those who are new to leading others: 1. To better understand the most common challenges of new managers and to help them overcome the difficulties of their new leadership roles, we analyzed the challenges of nearly 300 emerging leaders who took our Maximizing Your Leadership Potential (MLP) program. No wonder 50% of managers in organizations are rated as ineffective. Almost 60% say they never received any training when they transitioned into their first leadership role.26% of first-time managers feel they weren’t ready to lead others to begin with.
20% of first-time managers are doing a poor job, according to their subordinates.Many first-time managers feel no one understands what they’re going through and find themselves struggling as a manager.
FIRST TIME MANAGER PDF PLUS
It’s tough to make the transition from an individual contributor who does the work well, to a leader who must continue to do the work, plus lead others.
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