Usually organisations promote people to supervisory or management positions, because they are good at the functional capacity of their job. Often these people are thrown into the deep water without any assistance or help on how to manage employees.
Just because you were good at your other job, does not mean you will be good at managing a team or managing greater responsibility.
Some organisations spend time working with employees to try and develop them, but forget their managers. Managers hold a vital role and need to be helped and assisted too – sometimes more than others!
923|Recruitment & HR was recently working with some newly appointed managers and some of the main issues were not understanding how to plan, and manage time. Additional responsibilities means that managers often do not have time to complete jobs they used to do, and do not understand how to effectively manage their time or delegate.
C Level executives and business owners need to understand that good employees can really falter when thrown into management without any assistance or guidance.
One of the most important areas for those at the top to impart to new managers is the organisational culture, rules, values and ethics. Managers and supervisors become what we term ‘Culture Holders’ meaning that they will impart the culture, ethics and values down to their team. If they are not sure what those values and ethics are, how can they send them down the line to the workers in their teams?
A regular coffee chat between executive and new managers should always cover off on what the organisation is trying to achieve – discuss:
- What is the culture we are trying to develop here?
- How do we engage our workers?
- What are our values – what will we do and not do?
- What are our ethics – what will we accept and not accept?
- What is a good decision making process?
- When to ask for help and when to take the reins?
Furthermore, hearing from an outsider can assist with learning and development in management roles. 923|Recruitment & HR engages with many organisations in regards to offering management training, which we cover in a two or three part series. Following on from this we like to capstone the learning with a session specifically on performance management and performance appraisal meetings.
When delivering this training to rooms of new managers and supervisors, we have been described as a ‘gift’ to the organisation. Don’t let your manager’s flounder – help them to achieve their potential.
A great mantra for managers is …
Watch your thoughts. They become words.
Watch your words. They become deeds.
Watch your deeds. They become habits.
Watch your habits. They become character.
Character is everything.
Attributed to many
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