Congratulations to the latest manager in town! You’ve finally gotten the chance to head your own group. That’s both thrilling and perhaps terrifying. You’re in charge of a team’s quality of work, effectiveness, and development.
You’ll also have to traverse new territory, such as hiring, professional development, and coping with turnover, among other things.
Before introducing your agenda, have a look around.
Whether you’re attending a management meeting or leading your first team meeting as a manager, you should begin by watching your coworkers and direct reports. Observation is a crucial and frequently undervalued managerial talent that many effective leaders possess.
Assume you want to present or promote a new procedure or structure without thinking about how people would react to your words and actions. In such a scenario, you’ll most likely overlook hints regarding how the teams are now cooperating.
Observation, on the other hand, will allow you to observe the existing degree of trust and will assist you in developing a strategy that is ideal for your team.
Make sure there are no barriers to communication.
As a manager, you must be a great communicator, but you must also be a great listener. You may develop standards for giving and receiving feedback by defining explicit expectations regarding openness. Team members may express their problems, thoughts, and ideas in this sort of environment.
By leading by example, you may inspire honesty and vulnerability. When you’re stuck, seek advice. Alternatively, brainstorm with your team and demonstrate that you’re willing to go wherever the topic takes you.
Make a growing environment for your staff.
Many marketers and creatives want to improve their abilities and advance their professions. Furthermore, research suggests that emphasizing individual development decreases employee turnover and results in happier, more productive workers.
As a leader, you may concentrate on assisting your people in their personal and professional development. To begin, build personal ties with your staff so that you can assist them in leveraging their interests and talents. Then, by figuring out what works and what doesn’t for each person, you can start identifying and removing roadblocks so that your team may perform at its best.
Praise in public, criticize in private.
Your teammates will frequently knock it out of the park. They’ll also fall flat on their faces from time to time. As their manager, you have a role to perform in both situations.
Recognize an employee’s work publicly when they’ve done an outstanding job or put in a lot of effort. While some people are timid and dislike being in the spotlight, even a simple public, the pleasant transaction at the corner watercooler may enhance a team member’s (and the team’s) morale.
Nobody, on the other hand, wants to be publicly chastised. So keep that kind of criticism for one-on-one talks. Make sure your team understands that it’s okay to fail and that if they do, you’ll work together to figure out how to do better next time.
Make a living as a macro manager.
What exactly is a macro manager? It’s the polar opposite of a micromanager. A macro manager adopts a more hands-off approach, allowing staff to complete tasks with little or no direct supervision. Micromanagers, on the other hand, are always looking over their employees’ shoulders and are frequently seen as domineering and unduly critical.
Great macro managers are able to do the following:
- Projects and responsibilities are delegated.
- Setting explicit expectations, erecting barriers, and checking in often
- Perfectionism must be let go of.
- Knowing how each employee likes to be managed is essential.
- Employee empowerment
- Knowing when to take a step forward and when to take a step back
Look for a mentor.
You’re confronting new problems, and you’re not alone. Many other executives in your organization or sector have been in your shoes. That’s why it’s critical to locate a mentor to whom you can turn for help or guidance when problems emerge.
First, locate someone with whom you can freely discuss concerns in a private manner. With the aid of your mentor’s own lived experiences, you may be able to recognize and discover answers to tough circumstances.
Not sure where to start looking for a new mentor? Here’s a nice article with some helpful advice!
BONUS TIP: If you don’t know the answer, be prepared with a strong retort.
You may say, “Based on what we know now, my opinions are…” or “I don’t have the information right now,” but “I’ll get it to you later today.”
When you’re a new manager, you need to focus on developing relationships, gaining influence, and establishing credibility. Working on your robust responses without appearing to have all the answers will help you accomplish your team’s goal of you being a trusted and informed resource.
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