Have you ever been overly micromanaged by your boss? Or had a hands-off boss who gave you so much freedom you desperately craved structure and direction? Chances are if you’ve had a bad boss, you’ve thought, “I’ll never do that when I’m in their shoes!”
But, now that it’s your turn to manage, what type of boss will you be?
Being a first-time manager is an exciting learning experience, but it can be overwhelming at first. Here are five tips for new managers:
Set expectations upfront
Congrats, you’re promoted!
Meet with your boss to discuss performance expectations for you as a manager and for your new role and responsibilities. Then have the same conversation with your reports individually. Clearly communicate what success looks like for your team. Talk to your reports about their career aspirations and outline their goals to work towards throughout the year.
This is also the perfect time to share your hot buttons. For example, do you consider being on time arriving five minutes early before a meeting starts? Tell them.
Seek training and mentorship
Being a manager introduces you to new challenges you might not anticipate. What will you do if one of your direct reports is consistently underperforming? Or if one of your team members says they’re being verbally harassed by another employee?
Your friends in Human Resources can teach you how to navigate challenging situations like these, give effective feedback, monitor performance and have difficult conversations. Reach out to your HR department to see if they offer training programs for new managers.
Mentors are another excellent resource to help guide you as new manager. Do you have a former boss you admire? Invite them to coffee to talk about the things they wish they’d known when they first started managing others.
Tailor your management style
When I was promoted to a management position, I quickly realized that what I thought made a good manager was somewhat different than what my team needed from their manager.
I hate being micromanaged, so I wrongly assumed all of my reports would benefit from a less directive, high-level approach. I learned that it’s important to tailor your management style based on your team members’ skill levels.
For example, a team member with little experience needs a direct manager who provides step-by-step processes for learning new skills. They also need clear rules, methods and deadlines. An experienced team member, on the other hand, benefits from a more supportive leadership style that gives them more responsibility and autonomy.
Succeed as a team
If your team does well, you do well. Take the time to understand the challenges and needs of your team. As a manager, you’re only as strong as your weakest team member. (Click here to Tweet this thought.) What resources do they need to do their job better? How can you help them grow professionally?
When your team succeeds, use words like “we,” “our,” “us” and “the team” to give credit to the entire team, rather than owning all the credit.
Being a manager requires you to make decisions that might be unpopular with your team. Remember you weren’t promoted to be their friend, but to make decisions that will be in the best interest of everyone. Company leadership recognizes your experience and potential to lead others. Be confident with your decisions and, whether or not your direct reports agree, they will respect you.
There are hundreds of books on how to be an effective manager, but you’ll learn the most from your daily experiences.
What do you wish you would have known when you first became a manager? Let’s discuss in the comment section below!
Brittany Thomas is a digital advertising professional with a passion for emerging technology, media, continuous learning and travel. Her first professional role after graduating from the University of Michigan was at a large advertising agency in Chicago, where she was responsible for researching and recommending the best digital media practices for a major CPG client. She currently resides in Chicago and works in advertising sales for a top online publisher.