{"id":143279,"date":"2022-05-17T17:41:52","date_gmt":"2022-05-17T12:11:52","guid":{"rendered":"https:\/\/regenesys.net\/reginsights\/?p=143279"},"modified":"2022-07-27T23:03:23","modified_gmt":"2022-07-27T17:33:23","slug":"8-tips-on-how-to-succeed-as-a-new-manager","status":"publish","type":"post","link":"https:\/\/www.regenesys.net\/reginsights\/8-tips-on-how-to-succeed-as-a-new-manager","title":{"rendered":"8 Tips on How to Succeed as a New Manager"},"content":{"rendered":"

You’ve just had a big promotion, and now you are a manager. Once you recover from the excitement, you realise that you will have to change the way you think about yourself and your job.<\/span><\/p>\n

\"Tips<\/a><\/p>\n

1. Be prepared for big demands<\/span><\/h2>\n

A new manager is challenged on several fronts. This means being thrust into managing a team of people, supporting the next level manager, and achieving the department\u2019s performance targets. The organisation is likely to be supportive of you in the early stages, but you will want to stand out and show what you are made of. It helps if your home life is stable and supportive at this time because you will be going through a variety of stresses as you adjust to this new role.<\/span><\/p>\n

2. Find out the history<\/span><\/h2>\n

It\u2019s tempting to focus purely on what you are going to do, but it can be very helpful to research the history of the position you now hold? Who held it before you? Were they successful and how? Has the turnover of incumbents been high? How does the position fit into the strategic framework of the organisation? What is the management style of your manager?\u00a0<\/span><\/p>\n

3. Make the most of the first two weeks<\/span><\/h2>\n

Your fellow managers will give you the benefit of the doubt in the first two weeks. After that, you are on your own in the rough and tumble. So, while you can, find out about the people and departments who receive value from you and your team? What do they want? What are the excellence criteria? What have been the sticky points in the past? Where are the opportunities for improvement? Make a list of questions, and let your manager know what you are researching. Every senior manager loves a subordinate with enthusiasm. Don’t be afraid to ask basic or stupid questions. Better to be clear than to be working on inaccurate assumptions. Figure out how your previous strengths can be deployed in your new role.<\/span><\/p>\n

4. Get to know your team.<\/span><\/h2>\n

Here’s a little secret. Top achieving managers are not in their position because of their brilliance. They are there because they have a motivated, supportive, and focused team. When your team does well, you do well. Introduce yourself to the group, without being too cock-sure, and then have one-on-one conversations with each of them. Get to know each of your team members as whole people; who they are, where they are from, their work experience and their hobbies and interests.\u00a0 There may be a team member who was hoping to get the position you now hold. Be sensitive to their disappointment, but firm in your role. After all, you are the boss now.<\/span><\/p>\n

Listen courteously, and then summarise your information, along with a review of each team member\u2019s strengths and weaknesses. In the initial stages, downplay the work objectives, and the many brilliant ideas you have for changes and improvements. They are still getting used to you and they are sizing you up. A question like: \u201cHow can I help you perform your job better?\u201d will go a long way to fostering positive working relationships.<\/span><\/p>\n

5. Develop relationships across the company<\/span><\/h2>\n

This is often neglected by new managers. They are narrowly focused on working with their team and impressing their manager. While this is essential, it\u2019s also important to get to know your fellow managers in other departments. They have deep experience of the organisation and its politics and can assist you in many helpful ways as you negotiate the boundaries and critical success parameters of your job.<\/span><\/p>\n

6. Check-in with your manager<\/span><\/h2>\n

It’s important to stay close to your manager and elicit support and feedback. You will have to play this sensitively. If you take up too much of your manager’s time, you may appear dithering and indecisive. Spend too little time with your manager and you may be perceived as wanting to do your own thing. You will have to work out the balance for yourself. After all, you are the manager now!<\/span><\/p>\n

7. Work on performance<\/span><\/h2>\n

For you as a manager, this means working with your team. Understand their jobs and how they contribute to the organisation\u2019s success. Develop clear performance goals in line with the corporate performance management system. Help them to solve their work problems. Assist with sending those who require it on training. Guide and support, rather than demand and threaten. Give praise where it is due, but reprimand in private. Celebrate the achieving of goals, even if it\u2019s only a five-minute stand-up meeting with high fives.<\/span><\/p>\n

8. At the end of the first month<\/span><\/h2>\n

At the end of the first month in your new role, take a sober look at yourself. What have you done well, and what do you need to work on to improve your contribution? Where do you need help? What has been the overall value you have added to the organisation. This is a tough conversation. And when you are ready, share your insights with your manager. This will go a long way to securing a rewarding and trusting working relationship for the two of you.<\/span><\/p>\n

Being a manager is hard. You will make the inevitable mistakes along the way. Go easy on yourself. Make up your mind that you want to be an excellent manager, one whom people look up to and respect. Do that and you will be surprised at how quickly your success comes to you.<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

You’ve just had a big promotion, and now you are a manager. Once you recover from the excitement, you realise that you will have to change the way you think about yourself and your job. 1. Be prepared for big demands A new manager is challenged on several fronts. This means being thrust into managing<\/p>\n","protected":false},"author":35,"featured_media":143280,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_eb_attr":"","_sitemap_exclude":false,"_sitemap_priority":"","_sitemap_frequency":"","footnotes":""},"categories":[1,608],"tags":[],"country":[],"class_list":{"0":"post-143279","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-a-z-topics","8":"category-leadership-insights"},"acf":[],"yoast_head":"\n8 Tips on How to Succeed as a New Manager - RegInsights<\/title>\n<meta name=\"description\" content=\"A new manager is challenged on several fronts. 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Business School","author_link":"https:\/\/www.regenesys.net\/reginsights\/author\/satishmishra"},"rttpg_comment":0,"rttpg_category":"<a href=\"https:\/\/www.regenesys.net\/reginsights\/category\/a-z-topics\" rel=\"category tag\">A - Z Topics<\/a> <a href=\"https:\/\/www.regenesys.net\/reginsights\/category\/leadership-insights\" rel=\"category tag\">Leadership Insights<\/a>","rttpg_excerpt":"You’ve just had a big promotion, and now you are a manager. Once you recover from the excitement, you realise that you will have to change the way you think about yourself and your job. 1. Be prepared for big demands A new manager is challenged on several fronts. This means being thrust into managing","_links":{"self":[{"href":"https:\/\/www.regenesys.net\/reginsights\/wp-json\/wp\/v2\/posts\/143279","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.regenesys.net\/reginsights\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.regenesys.net\/reginsights\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.regenesys.net\/reginsights\/wp-json\/wp\/v2\/users\/35"}],"replies":[{"embeddable":true,"href":"https:\/\/www.regenesys.net\/reginsights\/wp-json\/wp\/v2\/comments?post=143279"}],"version-history":[{"count":0,"href":"https:\/\/www.regenesys.net\/reginsights\/wp-json\/wp\/v2\/posts\/143279\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.regenesys.net\/reginsights\/wp-json\/wp\/v2\/media\/143280"}],"wp:attachment":[{"href":"https:\/\/www.regenesys.net\/reginsights\/wp-json\/wp\/v2\/media?parent=143279"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.regenesys.net\/reginsights\/wp-json\/wp\/v2\/categories?post=143279"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.regenesys.net\/reginsights\/wp-json\/wp\/v2\/tags?post=143279"},{"taxonomy":"country","embeddable":true,"href":"https:\/\/www.regenesys.net\/reginsights\/wp-json\/wp\/v2\/country?post=143279"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}