How to Make a Solid Transition to the Role of Manager
How to Make a Solid Transition to the Role of Manager
As an executive coach, two of the areas I continually find is the inability of managers to effectively delegate and their strong tendency to micro-manage. One other area managers have difficulty with is having a clear sense of what they were hired to do in their new role. The main causes of these problems can be traced back to: they were good at what they did and work was delegated to them, they are most comfortable in doing what they excel at so they want others to do it the same way, and most newly appointed managers are not provided a clear picture of what is expected of them – nor do they ask.
As a newly appointed manager make sure you quickly gain a solid understanding of the situation, the priorities the organization believes you are responsible to carry out. What will you need to know and do to sustain, propel and grow your success in your new role? What should you focus on during one of the most challenging times you will find yourself in your career? Your success during this transition will be a strong indicator of how successful you will be in your career as you move forward.
The following approach can help you rack up some “quick wins” as a new manager – which unfortunately is expected. As a manager you must shift your focus from individual achievements to getting the job done through the people you manage. You must learn quickly to orchestrate the collective strength of your team to accomplish visible results. Its no longer about you…It’s about your team.
First: Get your team on board by providing a compelling overall vision, mission, strategy and some specific goals which need to be accomplished. Paint the picture and share the knowledge of where they collectively need to go so they feel they will have impact on the organization. This will energize your team as they will be in on the facts.
Second: Delegate effectively, empower and trust your people to get the job done. Resist the urge to second guess or micro-manage. Remember, as a manager you are getting paid to hire, train and grow talented people who will benefit the organization.
Third: Focus on the big picture and let your people focus on the details. One of the biggest failures associated with new managers is their failure to stay out of the minutia. Let your team deal with the details. You need to focus on the broader responsibilities of managing the overall operation.
Fourth: Don’t jump to hasty conclusions; don’t begin your management role with solutions you have already formulated. Listen to learn and engage others on your team. Their input will bring them on board and will lead to better solutions and their support.
Fifth: Don’t manage your team…Lead, train and mentor them. Most people are looking for a coach who will grow their ability to be more successful in their career. Demonstrate in any way you can that you are interested in helping them with career-making skills and competencies. The best managers learn about their team’s strengths, weaknesses, aspirations and motivations, and then take actions which address these areas with all team members.
Sixth: Brainstorm with your team the possibilities for both individual and group accomplishments. What collective accomplishments can they contribute towards? What value can they add which will be recognize by both colleagues and upper management? People love to be on a winning team that completes meaningful work.
Managers, both newly appointed and those who have been in place for a period of time, and at all levels, can be very successful if the above six approaches are followed. Both the individual and the organization will benefit and realize the full potential of their own and the organizations talent. Welcome to the world of management.
How to Make a Solid Transition to the Role of Manager - To learn more about this author, visit Roger Ingbretsen's Website.
Like this article? Share it with your friends
You have just been selected for a management position in your organization. If you are like most new managers, you were selected because of the great job you were doing, you have had very little if any management training, and you have many concerns as you transition into this new role. Welcome to the real world of management. Instead of being one of “us,” you are now one of “them.”
As an executive coach, two of the areas I continually find is the inability of managers to effectively delegate and their strong tendency to micro-manage. One other area managers have difficulty with is having a clear sense of what they were hired to do in their new role. The main causes of these problems can be traced back to: they were good at what they did and work was delegated to them, they are most comfortable in doing what they excel at so they want others to do it the same way, and most newly appointed managers are not provided a clear picture of what is expected of them – nor do they ask.
As a newly appointed manager make sure you quickly gain a solid understanding of the situation, the priorities the organization believes you are responsible to carry out. What will you need to know and do to sustain, propel and grow your success in your new role? What should you focus on during one of the most challenging times you will find yourself in your career? Your success during this transition will be a strong indicator of how successful you will be in your career as you move forward.
The following approach can help you rack up some “quick wins” as a new manager – which unfortunately is expected. As a manager you must shift your focus from individual achievements to getting the job done through the people you manage. You must learn quickly to orchestrate the collective strength of your team to accomplish visible results. Its no longer about you…It’s about your team.
First: Get your team on board by providing a compelling overall vision, mission, strategy and some specific goals which need to be accomplished. Paint the picture and share the knowledge of where they collectively need to go so they feel they will have impact on the organization. This will energize your team as they will be in on the facts.
Second: Delegate effectively, empower and trust your people to get the job done. Resist the urge to second guess or micro-manage. Remember, as a manager you are getting paid to hire, train and grow talented people who will benefit the organization.
Third: Focus on the big picture and let your people focus on the details. One of the biggest failures associated with new managers is their failure to stay out of the minutia. Let your team deal with the details. You need to focus on the broader responsibilities of managing the overall operation.
Fourth: Don’t jump to hasty conclusions; don’t begin your management role with solutions you have already formulated. Listen to learn and engage others on your team. Their input will bring them on board and will lead to better solutions and their support.
Fifth: Don’t manage your team…Lead, train and mentor them. Most people are looking for a coach who will grow their ability to be more successful in their career. Demonstrate in any way you can that you are interested in helping them with career-making skills and competencies. The best managers learn about their team’s strengths, weaknesses, aspirations and motivations, and then take actions which address these areas with all team members.
Sixth: Brainstorm with your team the possibilities for both individual and group accomplishments. What collective accomplishments can they contribute towards? What value can they add which will be recognize by both colleagues and upper management? People love to be on a winning team that completes meaningful work.
Managers, both newly appointed and those who have been in place for a period of time, and at all levels, can be very successful if the above six approaches are followed. Both the individual and the organization will benefit and realize the full potential of their own and the organizations talent. Welcome to the world of management.
How to Make a Solid Transition to the Role of Manager - To learn more about this author, visit Roger Ingbretsen's Website.
Like this article? Share it with your friends
 | |
 |
No article feedback found. |
| |
Leave Your Feedback |
 | |
| |||
Anne BarrAnne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website |
|||
Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
|||
Kim CastleWith nearly two decades in the advertising and design business, with clients like Domino's Pizza, General Motors, Direct TV, Pedigree, Wolfgang Puck, Higher Octave Music, Hollywood Celebrity Products, Disney, and Paramount, as well as thousands of entrepreneurs around the world define, structure, communicate, and position their business for greater profits, BrandU(R) co-creators Kim Castle and W. Vito Montone discovered that entrepreneurs could experience the same power that big brands command for a fraction of the cost with the world's only process-based results-drive Integral approach to business creation. BrandU(R) is helping entrepreneurs grow with the power of extreme clarity from idea...to brand...to market(TM) and helping one million entrepreneurs become successful and whole so that they can make a difference in the world. Are you one of them? If you want to experience clarity all the way to the bank(TM), get started now at http://www.brandu.com. - Visit Kim Castle's Website |
|||
George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
|||
|
To learn more about the Evan Elite Author Program please contact us. | |||
 | |
|  |
Subscribe to Roger's articles
 | |
|
|  |
 | |
|
| |
 | |||||||
|
 | ||
 |
||
 |
||
 |
||
|
| ||
 |
| Have you written articles that would be of value to entrepreneurs? Become an expert on our site by publishing them! Expose yourself to a wide audience, drive more traffic to your website and get more sales! Click Here for details. |
|
|
 |
| Modeling the Masters: Learn the true secrets behind Walt Disney's business success factors & grow your company! Video produced by Phanta Media |
|
|
 |
"Learn straight from Evan how you can Make a Full Time Income (And More) from a Website"
Click Here To Learn More |
|
|
|
|
Get advice & tips from famous business owners, new articles by entrepreneur experts, my latest website updates, & special sneak peaks at what's to come!
|
|
|
 Exit Interview Document Strategic Plan SEO Made Easy Business vs Personal Auditory, visual preference? |
|
 | ||
 |
Top 50 Productivity Blogs
Top Blogs To Watch In 2008 | |
 |
Top 50 HR Blogs 2009
Top 50 HR Blogs 2009 | |
| ||
 | ||||
| ||||
|
| ||||
| ||||
|
|
|
|
|
|||
|
Email us your ideas on how to make our website more valuable! Thank you Sharon from Toronto Salsa Lessons / Classes for your suggestions to make the newsletter look like the website and profile younger entrepreneurs like Jennifer Lopez and Sean Combs!
|
|
|
