Care and Feeding of New Managers

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					Care and Feeding of New Managers
A         recent study by the Institute
          for Corporate Productivity
          suggests that most organiza-
tions are ineffective at helping employees
make the transition from being con-
                                                   What does this mean for organiza-
                                                tions that wish to institute a smooth and
                                                effective transition between employee
                                                and management roles? There are three
                                                key actions you need to implement:
                                                                                            areas of need. That’s true whether these
                                                                                            areas that need improvement are techni-
                                                                                            cal or interpersonal.
                                                                                               Paying attention to the needs of new
                                                                                            managers pays rewards for years. ▲
tributors to being managers. Only 24%              A REALISTIC JOB INTERVIEW. Just as
of respondents rated their organization         with any new hire, the hiring
as “good.” The primary problem may be           manager and HR department
incorrect assumptions by new managers           need to make it very clear
about what a management role entails.           what a management role
   In a January, 2007 article in Harvard        is — and what it isn’t. Con-
Business Review titled “Becoming the            veying clear expectations to
Boss,” Linda Hill suggests that the skills      new managers will help them
for success as a manager are entirely           start off on the right track.
different from the skills required in non-        SUPPORT, COACHING
management roles.                               AND FEEDBACK . Assigning a
   Further, new managers frequently             formal mentor can help. In
have to unlearn habits and beliefs that         addition, the new manager’s
worked well when they were in indi-             direct superior, as well as the
vidual roles, but will no longer lead to        HR or training department,
success. Some key attitudes that new            can provide frequent coach-
managers often need to change include:          ing and feedback during the
■ A belief that they finally have “final        manager’s early months in his
   authority” to make the changes they          or her new role.
   always wanted to make.                          TRAINING OPPORTUNITIES.
■ A conviction they must force compli-          No new manager arrives fully
   ance from subordinates, not realizing        ready to handle all of the job’s
   that compliance is not commitment.           requirements. Assessing a
■ An intent to forge one-one-one rela-          new manager’s strengths and
   tionships, where a focus on team goals       weaknesses can direct train-
   is more important.                           ing and education to specific

                         For More Information:
 Most Employers are Ineffective at Supporting New Managers
   http://www.pr.com/press-release/170416
 Becoming the Boss
 http://www.bravacorp.com/leadershiphbr3boss.pdf




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                                                     S T A F F I N G   D E C I S I O N S
                                                                Winter 2010