A Guide For New Managers

It’s a cause for celebration, your hard work was been rec­ognised and rewarded with a new role and new responsibilities. Congratulations!you are now a manager, yet it’s not all good
12 May 2018 11:05
A Guide For New Managers

It’s a cause for celebration, your hard work was been rec­ognised and rewarded with a new role and new responsibilities.

Congratulations!you are now a manager, yet it’s not all good news.

A recent study by the Psychologi­cal Society showed that starting a new role is one of the top 10 most stressful life events that people go through.

It’s strange to think that what is meant to be a reward can easily be­come a punishment.

Management can be difficult es­pecially if this is your first time in such a responsible position.

So here is a quick guide on what to do in your new managerial role.

Obtain your bosses definition of success

The first thing you need to do in a new managerial role is to make sure that you and your boss have the same expectations.

Too often I see problems arise be­tween managers and their bosses when one party thinks they are do­ing a good job and the other disa­grees.

So it’s best to invest some time on training at the beginning to avoid issues later on.

Ask your boss if in six months time he or she felt that your time was a complete success what would have happened.

Ask them to define what success is, so there is no doubt in your mind what you have to do in order to be seen as having done a good job.

Provide your team with clarity

The next step is to meet with your team.

The purpose of this is to provide your team with clarity on what life is going to be like working with you.

This is vital because the quality of the relationship between a per­son and their boss is the number one factor in determining if they leave or stay in their job.

Remember people don’t leave companies they leave bosses.

This is your opportunity to get rid of any preconceived assumptions the team may have and let people know what type of boss you are go­ing to be.

Explain what you expect from your team and what your team can expect from you.

Create a vision

The best managers are also lead­ers and the best leaders are also storytellers.

Create a vision, something that is greater than the sum of the in­dividuals.

The vision has to be big enough so that it can only be reached if everyone works together as a team yet not too big so as to avoid people not believing that the vision is pos­sible.

The best stories have a hero, an obstacle that the hero has to over­come, an advisor that provides the hero with the knowledge they need in order to overcome obstacles and win the day.

The best leaders understand that in the story it’s not them that’s the hero,the hero is the team and the leader is merely the guide.

Meet with each individual

There’s going to be a lot of do when you first start and it’s going to be difficult to fit everything in within the time you have available but no matter how busy you are you have to prioritise your team.

People will typically just do what is required yet to be successful you need people who are willing to go that extra mile, become proactive and be willing to take responsibil­ity.

Every successful manager knows what is most important for each member of their team.

If you can identify a person’s pas­sion and if you can help that per­son live that passion then you don’t have to worry about motivating that person because they will eas­ily motivate themselves.

Define the culture

One of the most successful coach­es in the history of sports is Bill Walsh, former coach of the San Francisco 49ers.

He wrote a book called “The score takes care of itself” in which he ex­plained that the secret of his suc­cess was defining a culture within the team that encouraged the be­haviours and habits that were re­quired in order to be successful.

Get the culture right and every­thing else takes care of itself.

The culture within your team al­ready exists, a culture is defined by what behaviours are rewards and what behaviours are punished.

It’s your duty as a manager to de­fine these boundaries clearly.

Ask yourself in order to be suc­cessful what would each person have to do every day to separate great form average.

Secondly,how would you reward such behaviour.

Encourage feedback

In every new role, especially a managerial one there’s only one thing that is certain and that is that you will make mistakes.It’s natu­ral and they will happen.

The challenge that all leaders face is that people are reluctant to tell their boss when they have done something wrong and while this is understandable it does make life difficult for a manger to become better if they are unable to learn from their mistakes.

Talk to your team and make sure that they know that they have permission to raise concerns and report to you directly when they think something is wrong.

Make sure you explain why and how you want to receive feedback.

There will be times that the right decision is not the most popular de­cision.

And while this can’t always be avoided if you have established clear lines of communication your team will continue to grow and be­come successful.

It’s a challenge moving into a new role especially if it’s a promotion but with the right guidance you can become as successful in this new role as you were in your previ­ous role, if not more successful.


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