The First-Time Manager (First-Time Manager Series)

by Jim McCormick

Be thoughtful in your actions and always conduct yourself with class. You will never regret either.

A leader is a person others look to for direction, someone whose judgment is respected because it is usually sound.

One of your first decisions should be to refrain from immediately instituting changes in the method of operation.

Determining what to disclose and what to keep to yourself is part of the judgment you need to have as a manager.

If you are new to the position, don’t be afraid to say “I don’t know” if you don’t.

Many young new leaders make their own lives more difficult by assuming they have to use all their newfound power immediately. The key word should be restraint.

View the authority of the new position as you would a limited inventory. The fewer times you draw on the inventory, the greater is the supply that remains for when it is really needed.

Sometime during the first sixty days in your new management position, you should plan on having a personal conversation with each of the people in your area of responsibility.

Just because you’ve been selected as the boss, it doesn’t make you an expert on all the personal problems confronting your people. Listen to them; often that’s what they need more than anything else—someone to listen to them.

is important that you show a genuine interest in their concerns and learn of their ambitions within the company. Ask questions that will get them to expand on their points of view.

If you can help employees achieve their goals, they’ll be more productive. It is even more important that they see that they’re making progress toward their goals.

So your goal in these early conversations is to let your team members know you care about them as individuals and you’re there to help them achieve their goals.

It is a mistake to allow your friendships to interfere with your method of operation. A direct report who is truly a friend will understand the dilemma in which you find yourself.

As you look at the reporting relationships within your team, you will need to pay particular attention to how many people are reporting directly to you. This number is referred to as your span of control.

So, what span of control will work for you? There are a number of variables you need to take into account. One is the physical location of your direct reports. You can handle a little broader span of control if they are located in the same facility as you.

If you can always remain calm, even in troubled situations, you’re more likely to think clearly and be in a better position to handle tough problems. But you can show feelings—without losing your cool—so that people won’t think you’re a management robot.

Occasionally a team member will perform a task incorrectly or just plain blow it. How you handle these situations has a great impact on the confidence of your employees. Never correct them in front of others. Definitely abide by the credo, “Praise in public, criticize in private.” It will serve you well.

Your attitude about errors will speak louder than the words you use.

For now, let’s amend the credo to read: “Praise in public or private (depending on the preference of the individual and the dynamics of your team), criticize in private.”

You can also build confidence by involving your people in some of the decisionmaking processes.

Your goal as a leader is to inspire your team members to perform at the top of their ability. Praising them in an appropriate way when it is deserved is part of providing this inspiration.

If appreciation is important to you in your relationship with your manager, realize that it is equally important to the people you manage. When people deserve appreciation, do not withhold it. It does not cost you or your organization and is in many ways more valuable than money.

Active listening means letting the other person know that she has been heard. You do this by involving yourself in the conversation, making clarifying statements, asking questions, summarizing what you have heard, and using appropriate visual and vocal cues. The best listeners are active ones.

make sure that you are doing at least twice as much listening as talking.

Active listening is one of the most valuable traits a new manager can demonstrate for two important reasons: First, if you do a great deal of active listening, you will not be thought of as a know-it-all, which is how most people perceive someone who talks too much. Second, by doing a lot of active listening and less talking, you’ll learn what is going on and gain insights and information you would miss if you were doing all the talking.

If you want to be thought of as a brilliant manager, be an active listener.

The height of active listening is restating what you believe you’ve heard. Restating is powerful for two reasons. It sends a clear message that you are engaged in the conversation and it significantly reduces the chance that you are mistaken in your understanding of what is being said.

What enables you and your employees to succeed in the long run, however, is helping your employees to become self-directed. This means that you must get their support and commitment, share power with them, and remove as many obstacles to their success as possible.

In order to use the awareness approach in selecting a managerial style, you have to determine what each of your employees needs from you. That is, how much control and encouragement do they need from you?

Here are some questions to avoid that managers who pride themselves on being tough interviewers might ask: ■ “Why do you want to work here?” ■ “What makes you think you’re qualified for this job?” ■ “Are you interested in this job because of the salary?”

Some sample questions to ask are: • What did you like best about your last job? • What did you like least about your last job? • Tell me about your last manager. • How did your last job allow you to grow professionally? • How would you have restructured your last job if you could?

An important strategy the manager brings to the interview process is silence. When a person does not answer right away, the silence may feel uncomfortable but if you jump in, you are not as likely to get the real answer.

people are working below their capacity, they are not challenged in the job. Second, they will soon be looking for a better job.

The fewer unknowns the less resistance.

“As you know from our past conversations, we have standards on the position you were in that have to be met. As I’ve mentioned to you from time to time over the past few weeks, your work is not up to those standards. Unfortunately, our efforts to get you up to that level of performance have not been successful. I don’t believe it’s because of any lack of effort on your part. However, it hasn’t worked out. Based on all of our conversations, I don’t think that comes as any surprise to you. We’re going to have to terminate your services as of today. I really regret that. I wanted it to work out just as much as you did. But it hasn’t worked out, and so we have to face up to reality. Here’s the final check, including one month’s severance pay plus your unused vacation and sick-leave

time. I am hopeful you will soon have a new position that is a better fit for your skills.”

As a manager or executive, you are better off communicating too much than too little.

“What are your professional goals? What do you want to be doing three years from now?”

Performance coaching is a regularly scheduled discussion between the manager and the employee to review the level of performance being met.

The words satisfactory and needs improvement are more useful than average and below average.

If you’re going to tell employees where their job performance is not up to expectations, then you must also tell how it can be improved. This needs to be thought through in great detail before the interview is conducted.

HAVING A POSITIVE OPINION OF YOUR own ability is not an ego problem if it’s a realistic assessment.

The fact is, we fall or rise by our self-image. If we have a low opinion of ourselves and believe we’re going to fail, our subconscious will try to deliver that result. Conversely, if we have a high opinion of ourselves and think we’re going to succeed, our chances for success are greatly increased.

One of the most serious problems observed in newly appointed young managers is the impression they can give of arrogance.

impression conveyed should be one of quiet confidence.

Visualization is not wishful thinking. It is programming your mind for the outcome you desire.

The next method is called win-win. In this method, you give people a lot of positive feedback and work hard to help others succeed. This makes you feel better about their work as well as your abilities as a manager.

“I am improving my management skills each day.” ■ “I can handle this.” ■ “I made a mistake but I will do better next time.”

New managers often have difficulty accepting responsibility for the mistakes of people who report to them.

Most management decisions do not require extraordinary wisdom; they require your ability to acquire the facts and know when you have enough information to make the decision.