Have you’ve been recently promoted and are now responsible for leading and managing a team, meeting deadlines and achieving set targets ?
Are you eager to show (to your bosses and your peers) that you are going to be successful young manager?
I was about 23 years old, when I was first given the responsibility of leading a team of help-desk technicians. It was not a managerial role but more of a supervisory role.
I recall thinking that it was unfair to be held responsible for the daily productivity of my team members and that my individual performance had little weight-age in my monthly performance assessment.
If being a supervisor was this hard I knew for certain that I did not want to be a manager because it meant being assessed on more parameters that were out of my control or at least that is what I thought.
The reason I used the term successful young manager is because the corporate landscape has changed quite a bit from the 50’s and the 60’s even the 90’s. The average age of first time supervisors is 30 years old.
Three Things I Wish I Knew As A Manager.
I recently read Top Performance by Zig Ziglar and I really wished if I had only read this book earlier.
I highly recommend this book if you are not an individual contributor and your job involves supervising or managing people. In fact the the first chapter is going to be immensely helpful for you to build a meaningful and healthy relationship.
I urge you to use them as principles and not tactics
1.Getting Things Done
As a manager it’s your job to facilitate getting things done, not doing them yourself. I often made this mistake of trying to get everything done to ensure things were done on time and without errors.
This took much of my time and I was not able to dedicate enough time on things that I should have been focusing on instead.
Meddling too much or trying to do everything yourself could also build your image as someone who is very nosy and a micro-manager and does not trust anyone but himself to get the job done right and on time.
2. Communication is a 2 way street
As a manager, communication does not mean just passing orders from the top or telling people what to do. Listening to your team’s concerns, grievances and suggestions and passing them up the order is important as well.
This will help build trust between you and your team member while at the same time, bringing the concerns and suggestions in front of your bosses will help you come across as a manager who is well invested in the working & well being of his team.
Also remember that body language is just as important. Sometimes it’s not what you say but how you say it that matters.
3. Expectations & Goal Setting:
Building on the previous point, you have to be very clear on what is your expectation from a given task is and leave no room for ambiguity.
Give clear and specific instructions about what you want and by when do you want it.
One thing that I’ve really found effective and wish I used more often was also including why I wanted it. If my manager would ask me to do something and explain why, I would be more willing to do it, won’t you?
Zig has also covered creating 3 different levels of evaluation and described them in great detail. This is something that is going to come really handy when evaluating performance something which most managers hate and something that can work to set yourself apart from the rest of the crowd.