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    First Time Manager
    First Time Manager
    First Time Manager
    Ebook148 pages2 hours

    First Time Manager

    By Scott Boyd

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    About this ebook

    Develop the inspiration, mindset and skills to promote from individual contributor to first time manager.
    LanguageEnglish
    PublisherBookBaby
    Release dateNov 1, 2018
    ISBN9781543946246
    First Time Manager

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      Book preview

      First Time Manager - Scott Boyd

      Copyright © 2018 by Scott Boyd

      All rights reserved. This book or any portion thereof may not be reproduced or used in any manner whatsoever without the express written permission of the publisher except for the use of brief quotations in a book review.

      Print ISBN: 978-1-54394-623-9

      eBook ISBN: 978-1-54394-624-6

      This book is dedicated to my friends, colleagues, and students of management. You are the true heroes and leaders of our organizations.

      Table of Contents

      Chapter 1 — Manage and Lead

      Chapter 2 — Mindset for Promotion

      Chapter 3 — Basic Management Skills

      Chapter 4 — Manager Communication Skills

      Chapter 5 — Influence, Assessment and Strategy

      Chapter 6 — Delegation, Manager Development

      Chapter 7 — Conflict, Discipline, Communication

      Chapter 8 — Management Style

      Chapter 9 — Teambuilding

      Chapter 10 — Credibility

      Chapter 11 — Developing People

      Chapter 12 — New Manager Responsibilities

      Management:

      One who gets things done through people.

      Mary Parker Follett

      Chapter 1

      Manage and Lead

      Welcome to the first day of your career in management. The art of management is a learned skill. A manager is a facilitator, somebody who makes things happen quickly and efficiently. The manager’s primary job is to make the team better and more effective. Prove to the subordinates you are a great manager. Management means more authority and influence. Your role is now broader and more complex.

      Management is a craft, an art, a set of practices and a privilege that managers can learn with the right training and guidance. (Haneberg, 2010). Managers with strong self-confidence lead, listen and develop the command presence that is most effective in the workplace. Self-confidence comes from knowledge: know your job, recognize your facts, and the basis for your own decisions and appreciate what you don’t know. Self-assurance helps managers listen and learn from critics instead of squabbling with them. Start by learning. Exceptional managers move us forward while providing people a chance to be part of something great.

      You become a manager the day you accept the job. The organization gives you the title of manager. The manager title advises everyone in the organization of your new responsibilities. Managing is very methodical and mechanical after the guidelines. The manager job comprises getting things done, the daily tasks that is managed and developed. This part of the managing part of your job is mandatory.

      Managers are team leaders who convey a sense of relaxed energy. A manager is not determined by his title or position, but by their attitude, perspective and outlook. A manager is a facilitator who makes things happens quickly and efficiently. All managers’ direct people and the best enable people to direct themselves. The less time a manager devotes to directing and employee, the more valuable that employee becomes.

      The team is now the most significant asset in your business life. Your team is more important that anyone else in the organization, even the top manager. Use restraint in using your new power. Learn to be quiet about the upcoming changes. Do not talk about every detail of the changes with your staff. Use your best judgement on how much you need to tell.

      Starting Out

      As a new manager, you will be compared against your predecessor. If you replace a poor performer, you will look great. Important issues were turned over to you to straighten out. The problems leftover from a poor performer will be difficult but solving them will be rewarding.

      The managing part of your job consists of daily relationship activities. The relationship efforts unite the team members into one unit. Managers set the direction, make sure the team meets the standards and work at their best. A manager is accountable for the entire team. Managing is getting the tasks done through other people on the team. Typical managerial duties are managing, leading and executing. The managing task is the most important of the daily duties. The manager performs other tasks that are not managing. These tasks include: budgets, performance reports, recommendations, executing, contracts, questions, and individual development. An ideal balance for the manager is to strive to spend equal parts each day in managing, leading and executing.

      Organizational Values

      A new manager should respect the policies, procedures and culture of the organization. Employees join the organization for interesting, challenging work. They stay in the organization because of the people but leave the organization due to poor managers. Decide the new challenges and direction. Does the culture need to change to meet the challenges? These questions help the manager decide the team direction.

      A new manager will learn skills such as delegation, communication and motivation. Strong people management skills are essential because you now coach and lead your team. You now organize and direct projects instead of waiting for direction.

      Managers plan, organize, coordinate and control. They direct unit strategy, decision making, and leadership. You are responsible for the team. Your success depends on your subordinate’s success. If they succeed, you succeed. Learn to let go and let the employees direct their own actions. Management is about your employees, not you.

      The manager leads the team and contributes greater value than before as an individual producer. The potential of each team member is carefully assessed. Some employees are more difficult to manage than others. A difficult employee does not exist, only difficult to manage employees. Each manager is capable of managing even the most difficult, demanding employee.

      Managers need to help employees set goals, diagnose people’s development level on each task. Their leadership style should be matched to the development level of the person they’re leading. Experienced managers often see people as beginners, competent, or very experienced. Many employees have areas they are still learning and need leadership. On each task, employees are at different developmental levels. The manager’s job is to find and understand those levels and adjust the support you give. Everyone in the group looks to you as the manager for leadership, no matter your age or experience. From time to time you must give orders and not concede or give in. There are times when you must say this is how I want it done. (Day & Lough, 2011).

      As an individual contributor, you were always on top of your game. You are content to stay as an individual contributor, as you have for years. Up to now, you have been a subject expert, a dependable worker who could get things done. Management has noticed and requests that you promote to manager. Persistent requests lead you to accept the manager promotion.

      From the very first day, you regret the choice. Yesterday you were a direct report, and today you manage friends and co-workers. Now as a manager, you are doubtful of your future. These expectations and responsibilities cause you to feel overwhelmed, or out of control.

      How does an individual contributor become a manager? The new manager should act as though he owns the organization. To make this change, the essence of your work must change. Your motivation and driving force must change. The mission statement or organizational goals do not guide you. The organization may instruct differently, but the only person you serve is your boss.

      Recognize that managing is a new job, with a different skill set. Your management career begins with a learning process. Approach each employee as an individual and get to know your employees well. Read a book on situational leadership, so you can manage each individual the best way possible. Get a handle on performance problems. These performance issues will occur, and you will routinely clear up these issues. Show everyone respect, always treat your employees respectfully. (McCarthy, 2013).

      Each individual team job is defined and connected with the other jobs along with the responsibilities of each team member. You design your team’s structure and how the different job duties fit together. Decisions are delegated to individuals who are accountable for the results.

      How do you cope with lack of preparation for your new career as manager? Seek career enhancing experiences for yourself. Begin your management career, by being proactive in your personal management development. You must take the responsibility for your personal self-development. Know the challenges of management that are difficult for you. Look for and go to those trainings. Your manager will

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