National Learning Institute

The new manager's role is challenging

Suddenly, you have moved from being a technical or professional expert where you knew most of the answers and how to really problem-solve, to being an "expert" people manager. Well, that's what most of the people around you expect you to be – and generally straight away!  Read more, for some quick tips … 

Also contact us for a free copy of the . . . 

• Team Process Evaluation

• Project Brief

• Delegation Matrix

1. Monitor your work hours. Set a limit and stick to it.
2. Recognise and manage your signs of stress. Find someone who knows you and ask them to give you feedback at least every two weeks.
3. Learn to delegate. Failure to delegate is the most common failing of new managers.
4. Communicate, communicate, communicate! This means regular meetings with your team members and your boss. It also means talking over work issues with a partner, friend or trusted colleague (from another area).
5. Give praise and recognition. Even "Thank You's" are important. Look for the things people are doing well and praise them. If appropriate, also give public recognition.
6. Focus on what is important, not what is urgent. In particular, talk with your manager about the three most important priorities he/she has for you in your role. Make sure you focus on these at all times.

Finally, find yourself a coach or mentor. This should be someone who has been or is a successful people manager. Meet regularly with them to discuss your issues, challenges and ways that you can learn and develop.

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