Keywords: managers balance management management work one day, you are told to go and Senior Manager for a specific conversation, the conversation may be a lot, but want to convey the core messages are often very simple: "your hard work paid off, from tomorrow you will be a Manager. "Congratulations! you may already be informal team leader, also attended the management courses, how do I read a lot of books, to this day a lot of preparation. However, from now on, you become managers before and after a period of time, you also need to do more preparation, the most important of which is not a skill, but the concept of change.
Newly appointed team leader is the person most likely to crash. We don't often see the new manager crashes because those incompetent new managers will soon disappear, we completely forget about them. In fact, each new manager in psychology will undergo one or long or short periods of self-doubt, their growth path then also tend to have a downward depression experience, then, the successful transformation of new managers across the global, regain original as the most outstanding employees who experience to ease State.
Remember that when you make a subordinate
How to become a good leader, a large number of theoretical works and self-help (How-to) books, listing the seven steps, five, four myths (myth), and more choice for on-demand. They are usually very exciting conclusion, such as a classic of leadership books make the leader's five acts are: lead by example, the total cycle vision, challenge the status quo, that all the rows, inspiring. The leading principle is valid, but I think that these wonderful words aside, the new Manager, you first need to bear in mind that there may be a very simple words: remember your subordinates.
Most people become managers have done before, they might also subordinates had complained that the previous supervisor: for example, all things grab grip, I wonder if the authorization is only know the requirements for better results, I wonder if timely encouragement, only attach importance to the current target, no long-term planning, equal treatment of all members of the team, always use a transaction to interrupt you properly, and so on. However, when these new manager a while back, recalling their own early stages of management experience, often find that they do a lot of himself when his subordinates do not like management behavior — they seemed completely forget your also had positive, forget the former things of their troubles.
For new managers, their first psychological preparation: in making any decision about your subordinate or, the thinking is that how you think of the time such management behavior?
As a general rule, a subordinate employee on the following two aspects of the comparison, but this is just another new managers most prone to making mistakes. First, the managers on staff too much meddling. New Manager doing subordinates, they usually work well, unwilling to managers on his work more interference. However, when he became Manager of his original work became an obstacle because CPME in general do not his original as fast as well, he would be tempted to intervene. Second, do not have to leave enough time and space. For subordinate, many of the most repulsive often managers do not plan to, or temporary changes to the established plan, make their own arrangements for work without freedom of time and space. New Manager in planning, usually a weakness, and if not thinking, they did not even aware of their own work to the employee. These two stations in the perspective of his subordinates do not like management behavior is the new manager should be avoided.
However, this does not mean that all of you to do when the subordinates do not like you're not done for two reasons, first of all, the location changes, the judgement has also changed, sometimes not authorized, requested, to the competent employees of larger space is he supposed to do. And, new managers often want performance as soon as possible, and not as a normal and desirable way to measure a variety of management actions, this stage of his work should be completed in the most high quality short-term goals. On the other hand, the new manager has not been established in the heart of the real Manager of self-cognition, nor members of the team, his credibility cannot accurately predict the outcome of the work of team members, several factors make completely let go of authorization is usually not the best choice. The growth of new managers typically have a process, he will slowly in the heart of establishing their own cognitive is Manager, he and the team members of the relationship between trust, at that time, he will gradually learn empathy, to subordinate perspective to look at the problem. In short, trust, and if the removal of some meaning, in fact, the managers and staff both sides know each other what behavior is notified of the results of the Act, that is, on the conduct of the parties has foresight. The new Manager, if he's seen in self-confidence and trust building "remember yourself before doing time" subordinates, he can better and more quickly across from staff to management to the initial transition period.
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