New Manager Success Tips: 7 Pitfalls to Avoid
You’ve got the promotion!
This is what you’ve worked so hard for over the last few years. You’re now a manager with your very own team.
You’re excited, but you’re also feeling nervous.
You’re worried you’ll be a terrible manager.
That you could fail.
And many do.
As a business leader, I’ve helped many front-line managers up their game. From stressed, challenged and unsuccessful, to leadership superstars.
Let’s start your leadership fast-track.
#1: This daily mental shift will boost your leadership success
You’re accomplished in your organisation. They promoted you for this reason. But, you’re no longer an individual contributor, you’re a leader. You need new skills now to be successful, starting with flicking the switch.
When problems arise, it’s natural to want to jump in and tell your team how you would do it. Leadership is about understanding what your team needs to be successful. It’s no longer all about you, it’s about them. This requires a mental shift.
Like flicking on a light switch, from me to them. Ask yourself this question before you act: what do they need?
#2: This one secret can make or break a team
Are your staff unwilling to share their ideas during meetings? Feel like you’re the last to know about problems or issues? Staff keep making mistakes and never coming to you for help?
These are all examples of a lack of trust. Your team members don’t trust that you have their back, will help solve their problems, and keep your word.
Include these actions into your day to build trust over time:
· Following through and do what you say you’ll do
· Admit your weaknesses or failings
· Model ideal behaviours
· Maintain confidences so they’ll feel they can open up and be vulnerable
#3: Struggling with staff who won’t do what you want?
Nobody gets out of bed each morning determined to do a bad job today. It’s tempting to assume your team members are lazy. Something else is going on here.
You are dealing with a staff member who has a personality profile very different from yours. They operate and communicate polar opposite from you. Being different isn’t wrong.
Get to know their strengths and preferences. Be clear about the results you expect, but let them choose how to achieve them. What worked best for you is unlikely to work best for them. Help them find their way.
#4: Do you jump in and “help”? Do this instead
Whatever problems that arise, you have the skill and experience to tackle them all. You’re the problem solver!
But what happens when you aren’t there or you’re too busy? While you’re responsible for everything, it doesn’t mean you have to do everything.
Give a man a fish and you feed him for a day; teach a man to fish and you feed him for a lifetime.
It does take longer to teach your staff than to do it yourself. However, you’ll save yourself a lot of time and heartache in the long-run by gradually increasing the capability of your team.
#5: Are you above the line or below?
Have you had those days where nothing seems to go right, everyone is annoying you and you just can’t wait until it’s home time? Everything appears like one big problem after the next. This is an example of below-the-line thinking.
Below-the-line is a negative mental state full of blame, criticism and a need to be right. Above-the-line is a positive state where learning and growing are most important. Where ideas can be generated and solutions are found. Want to know more, check out this great video.
Support yourself and your team members by asking “where am I”? We can’t solve problems below-the-line. Lift thinking above-the-line first. Be curious and ask future-focused questions. Look to what could be possible instead of examining a problem in more detail.
#6: You can rely on that one direct-report besty, right? Wrong!
There are some people we just click with straight away. They just get you. You can ask them for help and they just do it. You’re having a tough day and they are willing to lend a shoulder to cry on.
Playing favourites within your staff is very dangerous. You risk losing the trust of the rest of your team. Schedule 1:1 time with all your direct-reports equally. And go outside your team when you need some support.
A support network is crucial. Reach sideways, up, or outside your organisation. Your family, friends, or a mentor. Make a plan now of who are your go-to people. But don’t lean on your team members, it’s your role to be their support.
#7: Let’s bury the “Shit Sandwiches” forever
In case you haven’t heard of it before…
A shit sandwich involves giving some positive feedback, then negative feedback, ending with more positive feedback.
Glossing over the negative will confuse your direct reports. They’ll leave the conversation thinking they’re doing a great job, rather than having a clear plan to alter problem behaviour.
Develop a plan and engage in problem behaviour conversations as soon as possible. Try this 7-Step process. Your staff will appreciate your support to improve or discover this isn’t the team for them.
Imagine it’s 12 months from now
It’s the annual awards dinner at your company and they are announcing the 2022 Best New Manager Award.
And they call out your name.
You faced all those challenging conversations, have been vulnerable, and you’ve trained your team members. All that hard work has been worth it. You have an incredible team of capable people.
What are you waiting for?
It’s time to flick that switch!