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

by Jim McCormick

Be well-prepared. Present your arguments and concerns logically and objectively and have examples and facts to back up what you’re saying.

listen to your manager’s point of view. Your manager may have experience or information you are lacking that led you to a different conclusion.

difficult manager—someone who is not doing a good job of managing or may be unpleasant to be around.

if everyone else in the department thinks the manager is doing a great job and you’re the only one having a problem, that’s a far different situation. If you are new to the department, you might give it some time by not reacting too quickly. The problem may resolve itself if you do excellent work and are not highly sensitive. You may find it is style and not substance.

constructive, nonjudgmental statement such as, “We may be missing some opportunities to be more effective.”

suppose your manager is giving different instructions to your staff than you are. This

if you have not been assigned a mentor, you owe it to yourself to find one. You need someone within the organization who is well-respected and aware of the organization’s political dynamic. You need someone who can guide you and share insights gained over time.

Here is where understanding the politics and culture of your organization comes in and where your mentor can be of great assistance. You may need to get someone else to speak to your boss.

jump levels to have that person’s boss handle the situation. Keep in mind that when you do this, you will probably sever your relationship with your boss forever, but you may have no other choice. You are undertaking this action for your team or the overall benefit to the organization.

boss is difficult. She has been difficult for many years; no one seems to care or is willing to change her behavior. This may not be the best place for me since my boss has a great influence on my success. Perhaps I need to find a position in another department or in another organization.”

many companies take advantage of a downturn in the economy to drive their people harder, recognizing that it’s more difficult for people to leave.

top-flight people can always find other jobs, no matter how tough the economy. The lesser-talented people are the ones who cannot. So, this maladjusted company attitude drives away the more talented and retains the less talented. That is a recipe for mediocrity.

company with a capable and valued staff will prevail every time over a company that treats its employees merely as units of production. The long-range prospects for the latter style are not good.

be the kind of leader you wish you had, not to carry on the tradition.

know the personality style of your manager, you will be able to manage this person by knowing what your manager needs and wants and how he likes to work and communicate. If you can be responsive to their style, you will have fewer problems at work.

four basic manager personality types. Some have a distinct personality style while others are combinations of two or three styles.

identify your manager’s style. If you can, you will be more successful working with your manager. The Monopolizers. These managers like to be in charge of everything and are fast decisionmakers who stick to their decisions, are very organized, and are bottom line oriented. They are “my way or the highway” types. If they were doing target practice, their saying would be “ready, fire, aim” (as opposed to the usual saying of “ready, aim, fire”). If you work for monopolizers, make sure you are clear and direct with your communication, have all your facts ready, and are prepared to do what they say. Sometimes monopolizers project an image of being inclusive and empowering managers who want to incorporate all the team members’ opinions into their decisions. With managers who project this style, watch the outcome more than the process—they may indeed be committed monopolizers once you get past the participative outer layer. The Methodicals. These managers are analytic types who like to take their time gathering information and data before making a decision. They are very steady and predictable and overly concerned with accuracy. If they were doing target practice, their saying would be...

YOUR SUPERVISOR’S STYLE MONOPOLIZER METHODICAL • in charge • analytical • direct • wants lots of information • quick decisions • prizes accuracy • organized • slow decisions • be ready with the facts • be ready to support your position MOTIVATOR MIXER • fun to be around • dedicated & loyal • charismatic & social • patient & understanding • high energy • conflict-adverse • may not follow-through • dislikes change • be ready for small talk • needs you to be a team player Be attentive to the last bullet in each category. It gives you insights as to how you will need to be ready to respond to a person with that style.

if your supervisor tends to focus on the big picture and has little tolerance for details you will just frustrate yourself and her if you insist on discussing small details.

if your supervisor is detail-oriented you will need to be prepared to provide detailed information when you are working with him. Otherwise you will likely be asked to come back with more information and run the risk of being seen as poorly prepared.

four important aspects of your supervisor’s preferences to which you need to be attentive: 1. How she processes information. 2. The level of detail your supervisor prefers. 3. His level of immediacy, meaning how concerned he is about having all the latest information right away or if he prefers that new information be presented after it has been con...

openly discuss the topics with your supervisor. Doing so will send a clear message that you are serious about being responsive to his preferences to facilitate successful interactions. Having thought through your supervisor’s preferences it is now in your best interest to keep them in mind when you are interacting with him. Do not limit this process to your direct supervisor. There are likely other people in your organization with whom you need to work successfully. Ask yourself the same questions about them then adapt your methods accordingly. By doing so you will be seen as responsive, efficient, and effective.