1. Consider why this management role was vacant
If this is your first management job, it’s unlikely that your employer will expect you to develop and recruit a whole new team from scratch. Although, it is not impossible if you are chosen to work on a special project.
The most likely scenario is that the previous manager gained a promotion within the company or has left. If they went elsewhere, what was their reason?
You also need to think about your manager’s behaviour. Were they on top of their game in terms of managing and motivating others? Did they plan well ahead, remain organised and focused? Alongside this, did they demonstrate statistical and strategic astuteness to achieve and exceed targets and goals?
It’s worth considering their ability, too. Did they delegate to ensure that the team could achieve good results? Did they recognise and develop the right individuals in the team to take responsibility for different aspects of the work? And, did they share out responsibilities so staff were given the opportunity to gain fulfilment and grow?
You must consider all these things to ensure that you remain self-aware of your own performance as you transition into this role.
2. Consider how to improve the management of the team
Take a look at your new job description in detail. Then, consider how well did your previous manager cope with the different aspects of the role. Also, think about what you would you like to improve. Then consider which steps you’ll take to achieve those goals and enhance your level of success.
You might like to ask yourself if you were happy with the way the team was managed by your predecessor. You may also consider whether morale was good and whether people were communicating well with one another. Were staff developed and nurtured well? Was there a team spirit which promoted co-operation, the encouragement and sharing of fresh ideas and the will to pull together to achieve excellent results and achieve goals?
Some people are superb at doing a job themselves. But, in a management job, they find it difficult to trust others to achieve results on their behalf. But if your team achieves a good result, the department manager’s mission was fulfilled.
3. Adjust your relationships in your new status as manager
As a former member of a team which you now need to manage, you could suddenly find yourself out on a limb slightly.
Those who are close colleagues and friends may feel wary of you in your new role as their manager. They may stop sharing confidences, some may even resent that the company chose you for promotion rather than them.
You should also be aware that some may withdraw their former friendship and won’t seek out your company at lunchtime as they did formerly. It can also be problematic if your old team feel that they can be as familiar with you as before, to the point where it will be difficult for you to gain their respect or to assert some form of influence over them as their new manager.
Ultimately, there is a fine tight-rope to walk here to gain people’s co-operation and to take control of the reins successfully.
I have seen promotion to a management job go totally to a person’s head. They started throwing their weight around and alienated everybody in the process. Once you have caused resentment nobody wants to co-operate and morale plummets. That can lead to people leaving or general unhappiness and disruption to progress.
The prospect of managing such a talented team is an exciting one which provides the opportunity for all those involved to increase their skills, responsibilities, and to grow and develop a stronger team than ever in co-operation with one another.
4. Be aware of different styles of management
Good communication skills, perception, a sense of fairness and intuitiveness are all valuable assets in a management job. It is important to be able to gain credibility at levels above and below your own status in the company. Being able to adapt to build a rapport and engage with people from a variety of back-grounds, cultures and seniority is a great asset.
In addition to first-rate interpersonal skills, you need to embrace your business acumen to ensure that costings, profits, performance and progress are analysed and assessed to improve overall success.
A manager should be able to plan, make projections and manage staff fairly but firmly where necessary.
Keeping aware of new developments within your area of specialisation and industry or service can also improve efficiency. Always remain hungry for new knowledge and ideas and attend valuable training courses and conferences when the opportunities present themselves.
Building up a good network of business contacts can also be valuable to develop new ideas, initiatives and business opportunities. Talking to others in business can be informative and stimulating.
I have seen managers bully their staff mercilessly if they are not achieving their targets. Particularly in the sales arena where somebody who has thrived in field sales themselves cannot understand it if another person does not have their natural flair for closing sales.
If a person gets into a negative frame of mind it is likely that they will just spiral downwards. Especially if you apply undue pressure and a lack of understanding or constructive support.
If a member of staff is failing in some capacity, make attempts to establish why. It could be a personal problem outside of work. It may even be a process in their work which they are unable to grasp sufficiently and need help overcoming.
At all times you should demonstrate fairness and consideration. A manager will occasionally need to discipline staff who are perpetually late or disruptive within the team. You’ll have to follow proper disciplinary procedures and company processes in those cases.
5. Identify your own mentor
If this is your first management job you are not going to know it all.
Even if you have masses of initiative, lashings of self-confidence, great ideas, the ability to motivate and enthuse others and excellent administrative and organisational skills, you will still need somebody to confide in or discuss ideas with on occasions.
You may be reporting to a more senior manager or director who is exactly the right person to develop the extra skills you need to manage others successfully. But in smaller companies the company can sometimes throw you in the deep end.
Some companies are shrewd enough to promote people into a management job who are not just good at their own job. However, they may have demonstrated the additional qualities a good manager needs. For example, analytical and strategic thinking, good time management, the ability to make quick and decisive decisions and a strong enough character to generate respect.
It’s important to ask your manager for extra training or guidance on any abilities you would like to strengthen in order to become a first-rate manager.
6. Develop a good team spirit
Lead by example and acknowledge and reward staff when they achieve good results This helps to keep your team in good spirits.
If the pressure is really on, employees will appreciate if you roll your sleeves up! Do your bit to ensure you all meet your deadline or target.
If there is resentment in the team about your new status or if there are any conflicts between individuals in the team, you need to address them swiftly.
Talk individually to those concerned and then together when you have a clearer picture of what is causing the problems. Encourage a mature airing of views, opinions and problems to resolve any grievances and to aim for a more mature approach in the future.
If the same problems arise again you may need to refer those concerned to a higher level. But nipping things in the bud can often stem them and prevent further escalation.
7. Learn to develop the abilities of your team and delegate
If you have worked for some time with the team you are now managing, you probably have some idea of where their individual strengths lie or the areas in which they excel or specialise.
You may have heard them talk in the past about things they would like to work on or learn about. That may include courses they want to attend, or new responsibilities they would like to take on. This could be useful when you have your one-to-one discussions at the beginning. But use these sessions to explore in more depth what their aspirations and career goals really are.
It is good to have similar assessment or review sessions every few weeks. This helps to check out whether your style of management is fulfilling their expectations. This can provide you with guidance and knowledge of how to improve your staff development methods and overall management style.
Recognise who could take over some of your former tasks. Who can you trust to handle certain reports, projects or specific activities? This should help to free up more of your time to handle your new management job responsibilities.
Trusting others
You may find it difficult to trust others to take on work you were responsible for handling before. But delegation is the key to coping with your new responsibilities and workload.
Make sure that you are distributing responsibilities fairly and are developing the abilities of your staff. Help them to take on new tasks and encourage individuals to gain additional skills by applying to do courses if the company budget or facilities allow it.
If you are providing some training or instruction yourself patience is a virtue. Some people will pick things up quickly. Others will be fine when it clicks but it might take a little more time for it to sink in.
Keeping files on each team member with a clear picture of their aspirations and progress will help you to recognise who suits certain tasks, responsibilities or promotions. It will also help you understand how to develop them to the full. Ensure that you are not overloading your staff as well as yourself.
You should also show that your team can come and see you if they have a problem or grievance. Some managers like to set an ‘open door’ policy but others, particularly if there are frequent interruptions, prefer people to arrange an appointment time. You will have to work out what is best for you.
Step into a management job
Stepping into a management job for the first time can be a daunting but very exciting and rewarding challenge.
If you find yourself struggling with particular aspects of your new role you should discuss it openly. Those who promoted you chose you for a reason. They’ll want you to succeed and should be willing to provide support.
Remember that nobody ever knows it all. So always be open to fresh ideas and suggestions. Particularly from your own staff.
Listen to others, ask for advice and further training when you need it. What’s more, take a keen interest in developments in your industry and your field or specialisation.
Learn from others in management and read, watch videos, attend seminars and conferences. Alongside this, develop good relationships with other departments in your organisation and other business networks. This will help you to keep improving your own abilities and to gain new knowledge and inspiration.
Keep calm, take a deep breath, believe in yourself, plan each step and you will succeed.
About the author: Sharon Henry is a firm believer in the benefits of healthy natural food and outdoor exercise for overall physical and mental well-being. She studied Environmental Science and has an MECI Diploma (Employment Consultancy), an EDI/LCCI Life Coaching Diploma (distinction), and Diploma’s in Radio Production & Journalism. She is currently nearing completion of an AfN Certified Nutrition course.
