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The Successful New Manager

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Emily Wickemeyer

on 1 October 2013

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Transcript of The Successful New Manager

Step 2
In order to prepare for unknown events, it is a good idea to sharpen leadership skills and have a model leader that you can take advise and learn from.

There are some simple steps that you can follow in order to imagine how a top-notch manager would manage different scenarios. Use this individual as your template for leading.
Step 3
You must know yourself in order to be a better manager
If you lack a sense of who you are and what you believe you will be manipulated by those around you who have more forceful personalities.
The goal in becoming a successful manager is to follow the steps and learn from others around you that you think show good leadership qualities. Also make sure you know yourself and are able to stand up for what you believe in!
Step 1
Managing is more than setting goals and organizing people to accomplish them.
When becoming a new manager you will be faced with many different scenarios. It is nearly impossible to predict everything that will happen.
Think of a great boss or team leader that you have had and imagine how they would complete the following sentences.
1. When faced with adversity, this manager will...
2. To improve teamwork, this manager will...
3. When explaining a concept, this manager will...
4. To keep control of an unruly group, this manager will...
5. Employees respect this manager because
You NEED to have a strong spine in order to manage.
The day will come when you have to state an unpopular decision and be able to stick to it. You need to BELIEVE in yourself when there is doubt around you.
Step 4
There are three basic aspects that are important for a new manager to test themselves on.

When I tell someone to do something and they don't do it, I say it again in a firmer tone.

When someone talks too slowly, I interrupt

When I see someone doing something wrong, I instantly point it out.

When someone keeps me waiting more than a minute or two, I resent it

When someone doesn't answer my question right away, I cut in and repeat it.
When I ask a question, I'm very curious to hear the answer

I like to speak in front of groups

If I disagree, I confirm I've understood the other person before I give my view

If I need to cover many points, I outline what I want to say ahead of time

When I give instructions or explain complex ideas, I number each item
Ethics, yes ethics
I set an example of the high ethical standard I want my staff to follow

If I'm in an ethical bind, I'll talk about the situation with a wise mentor

I prefer to admit doing something wrong than to cover it up and hope I don't get caught

I apply "the sniff test" when confronting an ethical dilemma: if it smells bad, I don't do it

I'm at peace with my ethical behavior
1. Never 2. Occasionally 3. Sometimes
4. Usually 5. Always
Your Credo
When making your credo, it's helpful to think of how you want to be seen from an employee's perspective.

Think about what you liked/disliked about prior bosses to help identify the traits you want to embody.
Be Honest With Yourself
1. When faced with adversity, this manager will...
Openly discuss the issue with the team and come to a group solution.
2. To improve teamwork, this manager will...
Make sure everyone works together to reach the goal.
3. When explaining a concept, this manager will...
Make sure everyone understands,
4. To keep control of an unruly group, this manager will...
Take control and get everyone to calm down.
5. Employees respect this manager because
Knows his employees very well and gives credit when credit is due.
Step 5
Drafting A Management Credo
Management Credo: A written set of beliefs that summarizes your goals as a manager as well as the commitments you're willing to make to get there.

physically developing a "credo" or set of beliefs can help you achieve what you want as a manger.

1. Never 2. Occasionally 3. Sometimes
4. Usually 5. Always
1. Never 2. Occasionally 3. Sometimes
4. Usually 5. Always
Expect the worst, Imagine the best.
The Honeymoon Period: New managers tend to underestimate their workload.

Don't take things too hard.

Embarrassment is just another lesson learned
Check Your Ego
An ego is not a bad thing for a manager to have unless that manager misuses their new authority.

Do an Ego Check. These questions may be helpful.
1. Is this a personal want or need, or is this something the team will benefit from?
2. Do I consider myself to be in a superior class because of my leadership position?
3. Am I saying "I" or "We"?
It's easy to read a passage from
someone else and pass it on as your own beliefs. To truly get the most out of it, it must come from within.
A credo is useful to reflect on weekly, or even daily.

It should be short, 50-1000 words, in any format that works for you.

Keep it somewhere you can see it often.
Credo Example - 28 year old Public Relations Manager
I will contribute to this company by building strong relationships with my co-workers. Maintaining a favorable public image for the company is my job and I vow to research and communicate as best as I can to be successful.

1. Help clients communicate using the best possible platforms.
2. Learn about affiliated companies to maintain good relationships.
3. Offer fresh, new ideas and implement them.

I Commit to:
1. Keeping the organization's image as my first priority.
2. Expect leadership from myself and respect for others.
3. Inquire information from the consumer, employees, and top management to make the best judgements.

Testing Your Assumptions
Assumption 1: Just Do the Same Thing, but Better

-Don't think your professional expertise instantly qualifies you to lead others.
-You must be able to gain trust and motivate others
-Basically starting from scratch, can't just fall back on whatever got you this far
Assumption 2: I Must Have All The Answers
- Saying "I don't know"
- No manager knows it all
- Not what you know or don't know
- How you relate to your employees and how you go about helping them find answers
Assumption 3: I'll Manage Employees Like I Manage Myself
- Staffers are not reflections of you
- Your employees are all different
- Treat individuals separately
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