People Leader Warning Signs
Managers who heed the top nine new manager warning signs have a better chance to be successful. We know from our People Manager Assessment Center data that those promoted from individual contributor to first time supervisor want to succeed but often don’t know how. And their mistaken idea of what it takes to lead and be responsible for the performance of others gets new supervisors in deep trouble.
Your Success Is Dependent Upon the Success of Your Team
If you are part of the team that promotes high performing individual contributors to management positions, it is incumbent upon you to see that they are prepared for their new leadership role. New leaders need new manager training to set them up to succeed. If they fail, they make take the whole team down with them.
Nine New Manager Warning Signs
Watch out for these nine new manager warning signs that your new managers are struggling and on the brink of sub-standard performance or even failure.
— What do they like to do on and off the job?
— How do they want to contribute to the team?
— What changes would they make in the way the team has worked together so far?
— What are their personal and professional goals and aspirations?
Inexperienced managers almost always underestimate the relationship aspects of leadership. Our employee engagement research shows that employees find their jobs more fulfilling when they have positive relationships with the people they work with. But positive relationships at work do not happen on their own; leaders need to invest the time and create the environment required to building trusting relationships at work.
It leads to disengaged employees, lower productivity and higher attrition. Make sure that your new managers are not putting their teams under constant and ineffective performance pressure.
Related Article: How Much Pressure Should a Leader Create to Get Greater Results?
Leaders need to have an even hand in dealing with their employees. Substandard performance needs to be compassionately confronted and a fair plan put in place for improvement. High performers should be motivated with differentiated rewards and results should be transparent to the entire team.
Performance ambiguity is the enemy of high performing managers.
If mistakes have been made, they privately address them with their team in a way that makes sense.
Transparency builds trust, the foundation for any productive team. In fact, recent organizational alignment research found that information flow and transparency is the fourth most important factor in creating a high performance team.
— Understanding the type of the decision being made
— Knowing who is best positioned to make the call
— Identifying who needs to be involved
The Bottom Line
Being a manager is not for everyone. If you are a new manager or on the verge of a promotion to leadership, there are a few mistakes that you should avoid at all costs. Then you should be on a successful path to help you and your team to succeed.
To learn more about becoming a successful new manager, download 3 Must-Have Ingredients of High Performing Teams for New Managers
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