New to management?
How to take the step from team-member to manager
Some people are great at their jobs. So great that someone decides to promote them, so they can manage others and make them great too. However, a new manager quickly realises that a whole new skillset is required, if they are going to manage efficiently and effectively. (We have a number of courses, including the creative problem solving course and emotional intelligence at work, designed to inspire and support a newly-appointed manager.)
A further complication: many new managers end up managing people they already know. This happened to me – my first managerial role involved managing the team I used to be a member of.
Managing friends – can it be done?
Tough messages
If you want the pay rise and the job title that go with being a manager, you must also accept the responsibilities. Your role is to get the best out of your team, by ensuring they are productive and letting them know how they are getting on through effective feedback. Behaviour that is rewarded will continue, so praise them where praise is due. But there’s also feedback that is constructive or corrective.
When it comes to delivering this, most new managers would rather run barefoot over broken glass! This feedback involves delivering difficult messages whilst trying to keep emotions out, and you know the individual never wants to hear what you have to say. However, they most definitely need to hear it. You’re doing them no favours by burying your head in the sand. Oh, he was late again today, but I’m sure he’ll sort it out!
These tough messages need to be delivered in the right way and in a timely manner. Over the last 14 years, I have met too many managers who are desperate to be liked by their teams, to the extent that they are terrified of delivering the difficult messages, and the impact this has on the performance of their team is clear. The truth is that if you’re the manager who wants to be everyone’s best friend, it will compromise your ability to do the job.
So, what can be done?
Is it possible to manage your friends? Yes, but it’s a complicated process. You can’t be their friend any more, but you can be friendly – treat everyone with respect. I had a rule: it’s everybody or nobody. Everybody comes to work on time, or nobody does. No favouritism or victimisation. I hope I was perceived as a fair leader.
Always deliver the tough messages – it goes with the territory. Initially, team members may be a little taken aback, but once the initial shock has subsided they’ll accept that you’re their manager and you’re doing your job. Be consistent in your approach and they’ll accept it even more. If someone has a performance issue which is impacting the productivity of the team, then tackle it. A behaviour that is not discussed will continue – why wouldn’t it? Nobody’s given them any reason to change or correct it.
Finally, use feedback that is evidence and fact-based, as opposed to opinion or judgement. Compare ‘this report is terrible’ with ‘you have made a few mistakes in the report’. The first statement is an opinion, whereas the second is a fact.
So, it can be done. Keep emotions out and be consistent in your approach, and there’s no message that cannot be delivered. Everyone should be able to see what you’re trying to achieve – to help them to be the best they can be.
Good luck – who needs friends anyway?
More could be learnt from Introduction to Management which is a management training course London designed to support new managers.
