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Index » Companies & Business » Leadership & Supervision
 

What's a New Manager to Do?

 
Author: Grace Judson

"I have great news for you! Youve been promoted! Go forth and lead!"

Although perhaps not in so many words, that is the essence of what new managers hear when they learn of their promotion. Organizations typically don't provide new managers with a lot of support. While promotions to highly skilled technical positions usually include additional training, mentoring, or some clear way to learn new skills, management and leadership skills are somehow seen as something someone either has, or doesnt have - or is responsible for acquiring on his or her own initiative.

Learning management skills on the job damages the fledgling manager as well as his or her team. The highly political world of management is not easily navigated even by the skilled; the neophyte's uncertainty and tentative actions often result in loss of credibility and may lead to his or her team's being given less desirable projects with more aggressive deadlines.

Just like new parents who swear they won't repeat their parents' mistakes, new managers are fired with determination to avoid the things they disliked about their managers. However, that excitement and determination is often offset by confusion; there are so many unfamiliar things to deal with (vacation requests, budgets, performance issues, conflicts, strategic planning)! Where can the new manager turn for help?

Unless you have an exceptional boss, it's usually not wise to request support from a supervisor. Since this is probably the person who approved your promotion, asking for leadership or team-building training may raise questions about your fitness for the position.

Likewise, unless you have absolute trust in the integrity of your fellow managers and absolute certainty that they will hold your questions in strictest confidence, it's unwise to ask your peers for help. To be blunt, when push comes to shove in the corporate world, it seldom matters how ethical someone is or how close a friend s/he might be: people almost always protect themselves first in any job-threatening situation.

So what is a new manager to do? Here are some tips that may help.

  1. Join the leading professional organization in your field. If your membership dues aren't covered by your employer (and they could well be), they may be tax deductible; ask your tax advisor. Explore all options offered for leadership and management training. These organizations also often have mentoring programs for their members.

  2. Learn company procedures. Thoroughly ground yourself in any personnel or management procedures you are expected to follow by talking with your boss and/or someone in your HR department. This isn't what I advised against earlier in this article; this is making sure that you understand all the policies and procedures for which you're now responsible. Clearing away confusion and potential surprises will go a long way to making you more confident in your new position.

  3. Investigate mentoring programs. Many organizations, especially larger corporations, have formal mentoring programs. Find out whether this is available and take advantage of it - but be careful not to violate corporate culture and political rules of the road (which are different in every company).

  4. Ask for advice. If you have a friend or relative who is or has been a successful manager, ask for help! He or she will be flattered and happy to offer advice and counsel.

  5. Enroll in a class. Your local adult education program or community college may offer leadership and management classes; community colleges often have extended studies or community outreach programs specifically designed for full-time employees seeking to develop their business and leadership skills.

  6. Hire a coach. The best way to win any game is to have an expert coach, and leadership is no exception to this rule. Top leaders recognize business coaching as critical to their success; these days, business publications are flooded with articles about how coaching has been instrumental for individual or corporate achievement. Seek referrals, and interview several coaches to find one whose goals and style fit your needs. Expect to pay a reasonable rate - and expect to receive extremely high value for your investment!

Author Bio:

Grace Judson

Grace Judson is the founder of and driving force behind Svaha Concepts. As a professional coach, she's dedicated to helping her clients improve the quality of their lives and achieve their full personal and professional potential ? and full personal and professional satisfaction!

In the course of her corporate career, she has worked in organizations as small as five people ? and as large as 200,000. She has managed departments, participated in corporate strategic and tactical initiatives as part of Senior Staff, and supported businesses and customers as a consultant. In short, with over 25 years in the corporate world, she has a broad and deep understanding of the challenges faced by workers in today?s knowledge economy.

With her strong strategic and tactical background, she specializes in helping individual clients recover from burnout, identify their goals (some of which may have been lost in the hustle of success) and create challenging yet realistic plans for achieving those goals. Executives receive assistance in developing their skills in leadership, collaboration, creativity, and communication. Corporate clients seek Grace's knowledge management expertise and advice in pro-actively managing the "brain drain" resulting from the retirement exodus of the Baby Boomer generation. She works one-to-one and in groups to help experienced executives impart their experience and wisdom to the upcoming leaders within the organization, while simultaneously helping the apprentices develop their leadership skills and decision-making abilities.

Modeling the life balance that she helps her clients attain, Grace spends time volunteering her business expertise at Shakti Rising (a women's recovery center headquartered in San Diego, where she also serves on the Board of Directors), being a lap for her cats, cooking for herself and friends, and staying active in fiber arts. A spinner, weaver, and knitter, she confesses to being a "fiberholic," and teaches knitting in several local yarn shops. She also admits somewhat sheepishly (no pun intended!) to having held the "Fastest Knitter in America" title in 2002, and appeared on Good Morning America that October to compete for the world title.

You can search for this article using: project management, risk management, small business administration, performance management
 
 
 

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