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Newly Promoted to Management
Posted by: sloppie
Date: 6/3/2004 12:53:20 AM
(Wow! Not too many manager-types participating?) I have recently been promoted to manage of a small group of auditors, charged with implementing several new processes and considerable revision of existing tests. Though very competent technically, I have spent my entire career in deep concentration on solo projects or managing short-term crises. There appear to be considerable, valuable, resources referenced here regarding what not to do; how not to lead. Can anyone recommend additional resources, which may be able to guide me in the affirmative? Thanks for any suggestions!
| Reply from: |
merc2k |
| Date: |
6/7/2004 5:03:00 PM |
| Reply: |
Sadly the number of references for this (how to lead) is way too many to list. I've found the best thing to do is find a few books on Amazon and cull from them the best things that you feel will work for you. Treat it like a quilt; take pieces from different places and make your own strategy.
In my experience as a new Dept. manager, a few items of advice I can give are:
1. Be tough, but fair; the people you manage will respect you for it.
2. Don't ask anyone to do anything you're not willing to do yourself. No one likes to do the repetitive/menial tasks. Spread them around (even do some yourself).
3. Don't be afraid to challenge individuals on your team; they will surprise you. If things aren't going well on a particular task, don't snatch it back. Guide them through it so they can do better the next time. |
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| Reply from: |
merc2k |
| Date: |
6/7/2004 5:37:00 PM |
| Reply: |
4. Give praise when it's due and not reflexively. This imbues it with more weight and sincerity when you do give it. Also be sure to relay the reason: "Thank you for all your hard work on putting together this info packet. Our customers have been raving about it. Great job!"
4a. Give credit where credit is due. If someone you manage comes up with a great idea that pays off, give them their proper credit.
5. Treat/Reward your entire team at least once a quarter (even if it comes out of your own pocket). Small "just because" gestures can go a long way (Lottery scratch-its? Gift certificates to movies, lunch, stores for hobbies they enjoy).
(I'm sure I'll come up with more as time goes by, I'll be sure to add them here.) |
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| Reply from: |
auntjane |
| Date: |
6/16/2004 9:50:00 AM |
| Reply: |
Adding to merc2k's list:
6. Mentor those who need it and make sure they have everything they need to get on with their jobs. A good manager facilitates output, but never does an assigned task him/herself when the team member has the capacity and capability to do it.
7.Give them feedback continuously. If their output sucks, let them know as soon as you find out. If it's good, give them a pat on the back immediately. Don't surprise your team when it's appraisal time.
8. Stick with them when the going gets tough. They'll need moral support every now and then.
9. You can rant and rave at them privately when things go wrong, but externally, stand up for them completely and help them control the damage. Be a leader that they trust. As a leader, some of the responsibility for mistakes has to be yours.
10. Talk to them continuously. Be the lead, but always be "one of the boys" as well. |
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| Reply from: |
deearr |
| Date: |
6/22/2004 11:15:00 PM |
| Reply: |
After 16 years as an inmate, I was promoted to corrections officer, or middle management. I know what it's like to work your tail off and not be appreciated. I have found that if I give positive feedback to my small 4 person department, I get a lot in return. I believe that treating them like I'd like to be treated goes a long way.
1. I never yell or raise my voice in anger. (They don't really do much to tick me off, anyway.)
2. I don't micromanage. They have projects to work on, and if they have a problem, then let me know.
3. I try to offer praise for good work and even every so often, give them gift certificates for dinner at a local restaurant. It comes out of my own pocket, but it's a good investment.
4. I don't keep track of whether or not they really work 40 hours. My guys re arrange their schedule to work sometimes at night and on the weekends, when they don't have to. If they get their work done, and don't cause me any problems, they can usually do what they want. But, I DO expect them to get their projects completed.
5. If they are really not feeling well, I give them the option of going home early and not recording the sick time, or they can make it up later in the week if they'd like.
Fortunately, I have a supervisor that doesn't micromanage me. So, I feel I can run my department as I see fit. I have a co worker who constantly has turnover in her 2 person department. In the past 4 years, she has had 6 different people working under her. She says it's just the nature of the business. But I hear comments from her workers, that they can't stand her. She believes that if they have some free time, they don't have enough to do. I believe that a little slack time every so often helps your productivity. In the year I've had my position, I haven't had one person leave, or even talk about going anywhere else. I appreciate my employees, and make sure they know it. I'm blessed indeed.
Good luck. |
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| Reply from: |
sloppie |
| Date: |
7/6/2004 5:58:00 PM |
| Reply: |
I appreciate all of this great advice-- Thanks! |
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