Your points will be added to your account once your order is shipped. Click on the cover image above to read some pages of this book! How new managers become successful managers! Most new managers get very little initial training about how to manage. Generally new managers are promoted or selected for the role because of their excellent technical or professional expertise. It is assumed therefore that they will also be expert at people management. This book fills the people management learning gap for new managers. A complete how to guide for managing your boss, your people and yourself make a success of your career as a manager.
Packed with handy tips and case studies you ll find yourself referring to this book again and again as you progress through your career.
You will discover how to: - become an effective leader, get the best out of yourself and be recognised throughout the organisation - distribute your time appropriately between the three essential managerial role elements of leading, managing and operating - manage your boss one of the most important of your work relationships - manage the performance of your team including setting and maintaining standards, coaching, motivating and appraising performance - delegate, make more effective decisions, and run motivational team meetings - select the best person for the job with a process that is four times more effective than traditional selection processes.
The simple and practical actions laid out in this handbook have shown thousands of new managers a better way of managing. Find out for yourself.
ISBN 13: 9780755361625
About the Author Bob Selden is an Australian who has just returned from seven years working and living in Switzerland with his wife Anita. The consequence: First and foremost, a manager with a Fixed Mindset will personally suffer because there is too much to learn as a manager to not embrace your own need to learn new things. If someone is clearly unhappy at work, then promoting them to manager is just going to create a bad manager.
The team of a bad manager suffers most in all of these cases. A single bad manager can hurt your retention of not just the manager, but everyone that reports to them potentially costing you hundreds of thousands of dollars or more to replace everyone. This is a decision to not take likely, so how can you avoid creating bad managers in your organization?
You have to create a path for individual contributors if you want to eliminate this problem. When people see that their deep and growing individual contributor experience is valued and can be leveraged even more as they advance, you will find that they will no longer consider people management roles.
The skills required to succeed are different and even the best person can be set up for failure without help. Simple things like empathy and people skills are easy to learn by first leading small projects, managing an intern, and reading great books like How to Win Friends and Influence People.
Sadly, managers in this situation feel embarrassed and unsupported, so to save face, they leave for an individual contributor role at another company. Dale Carnegie has a great story about how GE kept a brilliant engineer who had failed as a manager:. He was indispensable — and highly sensitive. So they gave him a new title. They made him Consulting Engineer of the General Electric Company — a new title for work he was already doing — and let someone else head up the department. This is the type of pro-leadership move that costs you almost nothing, and helps you have the best team possible.
Knowing what to avoid is the first step. We also covered ways to protect yourself from promoting bad managers. Beyond that, what are some signs you can look for that would help you identify employees who are a good fit for management? How do you know if someone would make a good leader? These are three signs on the opposite spectrum; here are signs someone would make a good manager:. Leaders are servants. Whereas you might have been used to focusing on IC work up until now, as a manager, you need to shift your thinking from individual contribution to how you can multiply the productivity of your team.
The ability to care about your teammates is a hallmark of a good leader. This post from Inc. Whereas sympathy involves feeling sorry for someone, empathy requires us to go a step further, and it lasts longer. We naturally feel sympathy for him. We may even write a card or express those feelings somehow. For the most part, though, we move on with our lives.
We think about how this affected our work, our relationships with others. Even further, we try to imagine specifically how our colleague feels in this situation.
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Until they give up the myth of authority for the reality of negotiating interdependencies, new managers will not be able to lead effectively. As we have seen, this goes beyond managing the team of direct reports and requires managing the context within which the team operates. Unless they identify and build effective relationships with the key people the team depends upon, the team will lack the resources necessary to do its job. Even if new managers appreciate the importance of these relationships, they often ignore or neglect them and focus instead on what seems like the more immediate task of leading those closest to them: their subordinates.
When they finally do accept their network-builder role, they often feel overwhelmed by its demands. But the dividends of managing the interdependencies are great.
Mind Tools for Managers: Ways to be a Better Boss
While working in business development at a large U. When the project got tentative approval, Finch asked to manage it. She and her team faced a number of obstacles. Winona had served a stint as an acting manager two years before, so despite the morass of detail she had to deal with in setting up the new venture, she understood the importance of devoting time and attention to managing relationships with her superiors and peers. For example, she compiled biweekly executive notes from her department heads that she circulated to executives at headquarters. Still, the new edition was launched on schedule and exceeded its business plan forecasts.
The problem is that most of them mistakenly believe their power is based on the formal authority that comes with their now lofty—well, relatively speaking—position in the hierarchy.
This operating assumption leads many to adopt a hands-on, autocratic approach, not because they are eager to exercise their new power over people but because they believe it is the most effective way to produce results. In fact, the more talented the subordinate, the less likely she is to simply follow orders. That is, authority emerges only as the manager establishes credibility with subordinates, peers, and superiors. They need to demonstrate their character —the intention to do the right thing. Such scrutiny can be unnerving. They need to demonstrate their competence —knowing how to do the right thing.
This can be problematic, because new managers initially feel the need to prove their technical knowledge and prowess, the foundations of their success as individual performers. When Peter Isenberg took over the management of a trading desk in a global investment bank, he oversaw a group of seasoned, senior traders. To establish his credibility, he adopted a hands-on approach, advising traders to close down particular positions or try different trading strategies.
A New Manager’s Misconceptions
The traders pushed back, demanding to know the rationale for each directive. Things got uncomfortable. One day, Isenberg, who recognized his lack of knowledge about foreign markets, asked one of the senior people a simple question about pricing. The trader stopped what he was doing for several minutes to explain the issue and offered to discuss the matter further at the end of the day. His eagerness to jump in and try to solve problems raised implicit questions about his managerial competence. Finally, new managers need to demonstrate their influence —the ability to deliver and execute the right thing.
Once again, we see a new manager fall into the trap of relying too heavily on his formal authority as his source of influence. Instead, he needs to build his influence by creating a web of strong, interdependent relationships, based on credibility and trust, throughout his team and the entire organization—one strand at a time.
Most new managers, in part because of insecurity in an unfamiliar role, yearn for compliance from their subordinates. As a means of gaining this control, they often rely too much on their formal authority—a technique whose effectiveness is, as we have seen, questionable at best. But even if they are able to achieve some measure of control, whether through formal authority or authority earned over time, they have achieved a false victory.
What to Do When You Become the Boss
Compliance does not equal commitment. She had in fact been awarded the job in part because of her personal style, which her superiors hoped would compensate for her lack of experience in the Latin American market and in managing profit-and-loss responsibilities. In addition to being known as a clear thinker, she had a warm and personable way with people. During the project, she successfully leveraged these natural abilities in developing her leadership philosophy and style.
Instead of relying on formal authority to get what she wanted from her team, she exercised influence by creating a culture of inquiry. Once she got the information and knew what you were doing, you had to be consistent. The more power managers are willing to share with subordinates in this way, the more influence they tend to command. When they lead in a manner that allows their people to take the initiative, they build their own credibility as managers. Managing interdependencies and exercising informal authority derived from personal credibility require new managers to build trust, influence, and mutual expectations with a wide array of people.
This is often achieved by establishing productive personal relationships. Ultimately, however, the new manager must figure out how to harness the power of a team. Simply focusing on one-on-one relationships with members of the team can undermine that process. During their first year on the job, many new managers fail to recognize, much less address, their team-building responsibilities.
Instead, they conceive of their people-management role as building the most effective relationships they can with each individual subordinate, erroneously equating the management of their team with managing the individuals on the team. They attend primarily to individual performance and pay little or no attention to team culture and performance.
They hardly ever rely on group forums for identifying and solving problems. Some spend too much time with a small number of trusted subordinates, often those who seem most supportive. New managers tend to handle issues, even those with teamwide implications, one-on-one.
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This leads them to make decisions based on unnecessarily limited information.