Stepping into the manager’s shoes
How to be successful as a new manager.
Managing people or managing a project can be a daunting experience. After all, if you have not received any formal management training or have little management experience it can be difficult to know what is expected of you. The now infamous management style of David Brent in The Office provides a very vivid example of the potential problems associated with being a manager. So what can you do to prepare yourself for your first managerial role, in order to give you the best possible start?
There are six core skills required by managers at all levels, regardless of the industry. They include the ability to lead people, manage change, meet customer needs, manage information and knowledge, manage activities and resources and manage themselves. Each skill helps you to be successful as a manager but achieving them all is a gradual process and one to work on over time.
When you start your new job, make sure you get to know all you can about your team and the company culture. Of course, you will not be able to remember everything at first and you might feel slightly overloaded with information but it is a good time to start building relationships with colleagues, learn more about how they work and how you can fit into the current team.
Even if your first management role is within your current company, you will still need to consider these factors because your working relationships will change. With your new role comes extra responsibilities that may mean that you need to review your working methods. Whilst there is no reason why this should create a problem, it might take a while for you to find a slightly different way of working with them, particularly if you are now managing friends.
It is also helpful in your first few weeks to identify relevant standards of performance. This means listening and observing to find out what is acceptable and what is not, in the environment you have just entered. Within a few weeks you should have some idea about what your staff expect of you and what you can expect of them. Look at the criteria by which your own manager, customers and colleagues will judge you, and decide whether you might need help to achieve these goals. If so, while you are still finding your feet, it is a good time to raise these and any other concerns with your new boss.
As a manager you will be expected to lead your team by example and deliver on promises. Make a maximum effort from the very beginning to establish departmental and group goals by involving staff. Demonstrate strong personal commitment to achieving the team's goals and communicate high personal standards informally in your conversation, appearance, and general conduct.
Try to build warm, friendly relationships, rather than remaining cold and aloof, as it is important that your team can come to you with problems, suggestions and feedback without feeling uncomfortable. This also helps to create a productive team-working environment as if everybody listens to what staff members are saying, problems are less likely to occur.
Continuing professional development is crucial, so remember to reflect on your progress and identify issues that require particularly close attention. It may also be helpful to make a plan detailing the goals for yourself and your team. Depending on your specific job description it may also be necessary to spend some time planning and reviewing every week so that you can be sure the overall business strategy is being followed.
Lastly, try not to worry if you make a few mistakes at the beginning - nobody expects you to be perfect. If you do make a mistake the most important thing is that you learn from it and use the experience to guide you in future decision making. The pattern of behaviour you set in your first three months will be very difficult to change later so the better prepared you are, and the more you are willing to listen and learn, the more successful you are likely to be.
By Petra Cook, Head of Policy
Chartered Management Institute
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