Seven Bad Habits Every New Manager Needs To Shake
Managing other people takes a skill set that
comes with practice–and by avoiding these common pitfalls.
Making the move
to manager isn’t just a step, for many it’s a
giant leap. In the
words of executive coach Marshall Goldsmith:
“What got you here won’t get you there.”
It takes a whole different skill set.
Most new managers learn the basic do’s and
don’ts quickly—like resisting the urge to brag about how experienced you are
and encouraging your employees to suggest new ideas.
But some mistakes are subtle and hard to see,
much less correct. These are the ones that can throw you off before you even get
going because no one tells you about them.
Here are seven of those “invisible” new
manager mistakes that you’ll want to be sure to correct
ASAP:
People share their feelings with a lot more
than just words. They also communicate unconsciously through body
language.
New managers can be so focused on listening,
they forget to observe what people say through their actions. Say you’ve given
someone a challenging assignment and ask how it’s going. They respond quickly
with, “fine,” but you also notice they’re wiping their forehead and rapidly
tapping one foot up and down. You sense anxiousness.
Some mistakes are subtle and hard to see,
much less correct. These are the ones that can throw you off before you even
get going.
Don’t blow off your observation; follow up.
Do they have any questions? Is it going how they expected? Can you provide any
additional support?
Knowing what’s actually going on will make it
easier for you to help them be successful.
You’re a new manager, not a seasoned veteran.
No one is going to think badly of you if you need to ask for clarification. In
fact, others are far more likely to judge you harshly if you pretend
everything’s going perfectly and then botch a job because you didn’t ask for
help.
Be confident when you know you’ve got it, but
be real and tell your boss or team the truth if you’re doing something for the
first time.
There’s a big difference between assigning
someone a task and then monitoring his progress, and micromanaging him every
step of the way. A good boss shows people it’s okay to come to you if they need
help and also gives them room to do the job the way they want to do it: They
don’t hover.
People who feel micromanaged tend to do one
of two things. They quit (or transfer) so they can work for a manager who gives
them room to do their jobs—or they check their brains at the door because they
know you’re going to over-control how they do things.
To break free of this bad habit, allot more
time to assigning a project. Instead of simply handing it off, take the time to
share your vision and goals, allow time for questions, and schedule regular
check-ins. If you’ve provided a clear path forward with scheduled checkpoints,
it’ll be less stressful for you to trust your employee.
Yes, you want your team to function like a
well-oiled machine, but don’t let tunnel vision stop you from seeing the big
picture. Beyond meeting your goals, be sure you understand how your team’s
function connects to the mission and strategy of the whole organization.
Then, share it with your employees. When your
team knows how their work contributes and connects to everything else, they’ll
make better decisions.
It’s not your job to scoop up every new
assignment that comes down from above. If you get sucked into too many
low-level tasks, you’ll neither
be available nor capable of working on the big
stuff that requires more of your skills.
Know the difference between working hard and
working smart. Whenever you can pick the projects that are more complex and
create more value for the organization.
If your boss asks you to do something that
doesn’t seem like a good fit, ask questions. Does he specifically need your
eyes on it? Would it make sense to delegate it so you’ll have more time for
something of greater importance?
Too many new managers are so focused on doing
a good job [that] they forget to spend any time communicating with their own
boss.
Don’t assume that because she knows how to
manage your role, she automatically knows how to manage you. Teach
her about your strengths and weaknesses, what motivates and demotivates you,
and your preferred communication strategies.
There’s a difference between treating people
fairly (which is essential) and treating people the same (which is a rookie
mistake).
People are unique, and each of us likes to be
seen for our special gifts or unique qualities. Strive to understand what
matters to each of your employees. For example, some people come in on Monday
morning hoping you’ll ask about how their kid’s soccer team over the weekend.
Others see asking about their personal lives as an invasion of their privacy.
Learn what matters to your people, even if it means misstepping by asking too
much or not enough. (This is where you’ll want to apply those other skills,
like watching their body language and asking for feedback.)
Even when you screw up, they’ll notice you
trying to meet them on their terms and they’ll appreciate the effort.
As a new manager—and, in life in
general—mistakes are inevitable. You’re going to make them, and that’s okay.
When you do, dust
yourself off and keep trying. In most organizations,
it’s more important for you learn to rebound from your mistakes than it is to
not make them.
And if you find that you’re struggling, take
a deep breath and consider asking for help from your own boss, from HR, or
even from
a career coach who specializes in helping new managers
excel.
BY JIM
MORRIS, THE MUSE
https://www.fastcompany.com/3068936/seven-bad-habits-every-new-manager-needs-to-shake?utm_source=mailchimp&utm_medium=email&utm_campaign=fast-company-daily-newsletter&position=4&partner=newsletter&campaign_date=03142017
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