Welcome to Your New Managerial Position

new manager figuring out management

When The New Year Brings New Responsibilities

You have been consistently climbing the hierarchy at your job, demonstrating your technical proficiency and distinguishing yourself as a rising star. Once that rising star ascends into the management constellation, what should you expect?

According to the latest Gallup Poll, 60% of employees would trade a raise not to work with their manager anymore. And 70% of employees are still disengaged or actively disengaged. Management and leadership skills are key to turning around productivity and motivation.

So all of those hours coding, executing assignments, and producing whatever deliverables were asked of you have paid off; you are a “high potential” and now you get to run the whole show. What will you do to motivate and inspire your team? It is time to draft a plan and mobilize your resources. As you prepare to lead, consider:

Administrative Tasks Will Demand Your Time

There will be the new component of increased administrative work, such as status reports, human resources forms, and audit compliance tasks. These tasks will always be part of your job description. Now that it is here, know that this administrative work is a necessary part of keeping the gears moving within your organization. (And now you know that someone was doing it on your behalf all those years before now.) Viewing it as a task to go ahead and check off early in the day when your energy is high is a more potentially successful and satisfying strategy than squeezing it in when all you want to do is call it a day.

In addition, as someone freshly arrived to the administrative component of your new position, you may unearth obstacles to efficiency or opportunities for consolidation of outmoded processes that others have stopped “seeing.” Share your feedback with your leadership; yours may be the prompt they need to reassess some time wasters.

People Management Demands Will Multiply

When the names in the boxes on the organizational chart turn into real live people depending on you for guidance, evaluation, and direction, you have found the heart of the difference between your previous position and your new one. Now that you are managing, the demands for you to relate are many. Deborah Ancona, Thomas W. Malone, Wanda Orlikowski, and Peter M. Senge say the following about relating: “Traditional images of leadership didn’t assign much value to relating. Times have changed…and in this era of networks, being able to build trusting relationships is a requirement of effective leadership.” The number one piece of advice to heed when it comes to people management is: do not allow situations to fester in airless darkness. Be direct, be proactive, value the fact that relating brings with it as big a return on investment as many of your tangible business efforts will.

You Are Not Sure You Will Ever Get To Do What You Love Again

You don’t have to let the requirements of all that administrative work and people management completely displace your connection to the work you love that got you to this place. Paul Glen recommends allowing “indulgences,” meaning you should allow yourself to continue to dabble in the topic that propelled you up the leadership ladder. He continues, “New managers need the opportunity to occasionally dabble in their former work. Let them code just a little” and “revisit the glory days.”

Everyone Wants Something From You

Being in a position of leadership puts you squarely in the middle of various sets of expectations: your employer, your employees, your vendors. You may feel like an impostor, with a spiffy new title on the outside and the same old practitioner mindset on the inside.

Your former peer now wants a day off when you need him or her to be heading up a new initiative. A subordinate is upset that the revised office floor plan results in less window space. There are rumbles of dissatisfaction from various corners of the building about matters from the trivial to the serious. You may be feeling “this is not what I signed up for.” When encountering issues based on people’s needs, address them while they are small. It is natural for some first-time managers, especially if they do not have formal management training, to think “it will sort itself out” or “it’s not that big a deal.”

There is a component of management that is not delineated in black and white on the strategic plan: the discipline of building connectedness. As Kouzes and Posner say in Encouraging the Heart, “We need to feel connected to others and, in turn, they to us, because greatness is never achieved all by ourselves alone.” Fostering connectedness is as critical as bringing in a new client, writing the perfect program, or staying within budget. If nurturing connectedness makes you anxious, engage a mentor who can help you figure it out.

Remember Who You Are

Despite the additional administrative work, the challenges of managing people, and the distance from being able to practice your skill set, you still owe it to yourself to keep the spark of your individual assets alive. It is easy to get subsumed by the cascade of competing demands. Be deliberate about remaining true to the professional and personal identity you are carving out for yourself.

How Will January 2020 Look?

Ask yourself what you want the people you are now managing to feel about their first “year in review” as your employee. There’s every reason to believe they can feel inspired, motivated, and engaged rather than demoralized, deflated, and disconnected.

Five Strategies to Help You Manage Well Without Authority

image-of-managing-diverse-team-without-authority

Sandra came to me with questions about a new project she had been assigned to lead. She would be responsible for her teams’ performance for the new initiative but was concerned about how to keep the individual members motivated since they would not be reporting to her directly. How could she manage well without authority?

“I’m not responsible for their careers,” she explained. “I’m not responsible for their performances beyond the project outcomes, so I don’t have the usual fears or promises of promotions as motivators. I’m not sure how to make this work,” she stated.

The situation my client described is a typical scenario. An increasing number of companies today use the matrix model of management, managing employees with more than one reporting line, or across business groups. Under these circumstances, team leads are responsible for team performance in the project outcomes but have no other authority. As in Sandra’s situation, the inherent challenge is to engage and motivate employees who report to someone else.

As I say in my book, “The New Global Manager,” you must accomplish your mission through the group. People say this in many different ways. They say you must “make your numbers” or “hit your targets” or “achieve your goals.” However you describe it, you must do it through your team. So, you need to help the people who are on your team grow and succeed. Great managers have always been coaches and mentors. They’re always looking for ways to help their team members do better in their present job and prepare them for their next move.

‘Leadership without authority’ is an emerging concept gaining traction in social, academic and business circles,” writes Russ Banham. “In fact, type those three words into Google, and more than 6.5 million results pop up. A shelf of books has been written on the subject, and courses are even being taught to achieve its graces. Not only that but leading without authority has been espoused by such diverse organizations as the American Chemical Society and the National Center for Cultural Competence,” he adds.

How do you lead without authority?

The goal of leadership without authority is to get others to willingly cooperate and engage, rather than following directives because you’re the boss,” writes Carol Kinsey Goman. “This new style of leadership is a blending of personal and interpersonal skills that form the basis of a leader’s ability to impact, influence, and inspire others.”

As I explained to Sandra, managing well without authority is entirely possible–and people do it all the time these days. We all have certain levels of influence in our work. Some have the influence that ties to their position; some have authority based on their expertise or resources. And everyone can develop influence by building strong relationships. In situations like Sandra’s, relationships are central to the success of her project. I gave Sandra the following five strategies to help her manage her project team.

Five strategies to help you manage without authority

1. First of all, you need to understand what motivates the team. What is each team member’s motivation for being successful? One may be driven by the promise of earning more money, while another is excited to be able to make contributions. Are your team members motivations intrinsic, meaning that he or she will take action because it is personally rewarding, or are they extrinsic? “Extrinsic motivation occurs when we are motivated to perform a behavior or engage in an activity to earn a reward or avoid punishment,” writes Kendra Cherry.

2. Create visibility for your team. Talk to the managers who are responsible for your team members’ careers about what they’re doing. Find ways to support and praise the team publicly. Advocate for them and help create visibility company-wide.

3. Hold discussions with the team at the outset. Set the expectations about communication channels; how you will communicate with each other and how the team is expected to communicate with you. Explain what hours you expect they will be available and what channels they will use to reach you. Be specific about the kind of information you expect to receive and how frequently you anticipate hearing from them. Make it clear that you are very interested in keeping communication open at all times.

4. Define the roles and responsibilities for your team. Take the time to represent what you expect from each of them clearly, and tie those expectations into the motivators you have determined will be effective for each person. Establishing clearly defined roles and responsibilities lessen the chances of duplication of effort or frustration between the various people you are managing on the project.

5. From the beginning, help the team understand that you’re willing to support their image and brand. Be transparent. Let them know that you will foster, network and generally be supportive of them, so they know that they’re not working in an isolated bubble. Remind them that just because they aren’t reporting to their manager for this project doesn’t mean there isn’t company-wide visibility, organizational visibility and their reputation at stake. Help them understand that their behavior and their performance in this project can and will impact them positively or negatively in the larger company setting.

Sandra took these strategies into her work on the new project and was able to build significant relationships with each of her team members. She reported that they were nearing completion and had every expectation of hitting most of the project expectations successfully. She was also pleased to report that she had already been instrumental in helping further several of her team members’ career goals, and she felt very good about that.

Would you like a summary of my management rules in a pdf format? Join my online global leadership community.

A version of this post was first published on Inc.

Photo credit: 123rf.com

Are You A First-Time Manager? Here Are 5 Essential Tips for Success!

First time Manager

Being promoted to your first management position is exciting–but it can be difficult. The transition from employee to first-time manager (FTM) is riddled with challenges, everything from establishing yourself as a strong but approachable leader to doing your own work and also managing a team efficientlyStudies have shown that 47 percent of managers don’t receive any training when they take a new leadership role.

Becoming a manager is one of the most stressful and challenging transitions in any career,” writes William Gentry, author of Be the Boss Everyone Wants to Work For: A Guide for New Leaders. “But when you become a manager, everything about your job needs to change–your skill-set, the nature of your work relationships, your understanding of what “work” is, and how you see yourself and your organization. You have to operate from a brand new script, one that’s about “we”–ensuring collective success,” he concludes.

I agree completely. And I’d like to share five tips from my new book, The New Global Manager (available Summer 2018) to help first-time managers move into this new leadership role.

1.Give timely and constructive feedback.

A good manager provides employees with feedback about his or her performance. Learn to use your observational and communication skills to help your team understand what they do well and where they need to improve.

Tip: Keep two things in mind–first, make sure you’re clear in your intention. Tell the recipient the purpose of your comments, whether it is to grow, improve their image, or protect them. Second, don’t talk about hearsay or feelings. Stick to observable facts.

2. Empower the team and don’t micromanage.

You empower your team when you establish clear communication and expectations. As Gordon Treegold, founder and CEO of Leadership Principles writes, “…empowering people and giving them the opportunity to contribute and to solve problems opens us up to the collective knowledge we have…”

Tip: Take the time to learn your team members’ strengths and weaknesses and then let go. Begin to delegate work to them, and provide subtle direction if needed. But allow them to handle the project in their own way within the established parameters.

3. Express interest and concern for your team.

Showing an employee you care is an integral part of building rapport and stable working relationships with your team members. “Employees who feel valued and appreciated by their leaders are infinitely more likely to go above and beyond for the company and hold themselves accountable for their part of a project,” writes John Hall in an article for Forbes.

Tip: Listen with your full attention directed toward understanding what your coworker or staff member needs from you,” writes Susan M. Heathfield, “Many managers, especially, are so used to helping people solve problems that their first course of action is to begin brainstorming solutions and giving advice.”

Your team may need to know you are really hearing them before you supply solutions. Make sure you understand what the person is telling you and reflect back the information you believe you have heard during the conversation.

4. Model a productive and results-oriented mindset.

Developing a productive and results-oriented mindset in your organization can yield increased job satisfaction and engagement levels and reduce turnover. By modeling this mindset for your team, you start that process.

Tip: Create results-oriented goals for yourself and for your team and model what working on projects where you can measure results looks like. Turn everything you do into a case study and sit down with your team to review and measure the results you have obtained. Give your team results-oriented goals and encourage them to find ways to measure and report on their outcomes.

5. Be a good communicator and share information.

A manager doesn’t have to be dynamic and charming–just highly communicative and transparent. Let your team know to anticipate changes, let them know what’s happening in your management meetings, and provide company updates. The more you communicate, the more trust will be built and the team will see you as an ally instead of an authoritarian.

Tip: Use part of your team meetings to discuss strategy and bigger goals for the organization as a whole. Take questions from your team members. Don’t be afraid to say you don’t know the answer, but will do your best to find out.

If you are a first-time, newly-minted manager: Congratulations! You will be amazing. Take the five tips I have just described and use them in your new position. You will find each of them valuable as you negotiate this new chapter of your life.

And join my community to get first dibs on my new book for managers, due out later this year.

4 Ways Good Managers Handle Conflict

When Ann Coulter went to Twitter to share her outrage at Delta Airlines for changing her pre-booked seat, Delta fired back, and a fiery conflict ensued.

Was this the best way to handle conflict? Maybe, if you want a bunch of bad press.

However, when it comes to managing a team, bad PR is the last thing you want. You need productivity, efficiency, and results.

Here are four easy ways to handle conflict, so you never have to deal with the stress of it again.

1. Get drinks or go for a walk.

When you’re putting together a team, the first order of business is to bond. Spend time together and get to know each other on a personal level. Because, when you build relationships, you build a strong foundation of trust so that when conflicts inevitably arise, you’re equipped to handle them.

2. Assume the worst.

Know that conflict is going to happen. It will. So prepare by establishing strategies for how you’re going to work through them. Some teams I work with bring in a third-party to mediate disagreements and handle conflicts.

Other teams have set times on a regular basis to air issues. Others have managers that tell team members to bring them the big problems if they can’t figure it out amongst themselves.

3. Poke the bear.

This may sound a little nutty, but teams actually want conflict. That’s because a difference of ideas and opinions is often a catalyst for growth. The enemy of innovation is groupthink.

So, aim to surface conflict by asking provocative questions such as, “what are three things you’re unhappy with?” or “what’s the worst idea this group has ever come up with?”

Then, facilitate the conversation in a productive manner in which you break the team into small groups, talk about issues, report them out, and then find solutions together.

If you can’t do this successfully, consider using an outside facilitator.

4. Don’t ignore it.

If a situation starts to get heated, don’t shy away from it. Dive right in and address the problem directly. Put in play the conflict management strategies you previously outlined. Bring the parties together, have them discuss the situation, and then challenge them to solve the problem.

Give your team a clear reminder of its overall goal, everyone’s role in contributing to that goal, and how members benefit individually. This will help keep the conversation productive.

When addressing conflict, many people aren’t equipped with the right way to do so. They are overcome with fear of offending someone or being vulnerable. Many people are too nice, and others just explode. But really, it’s a question of semantics.

To help, here are some phrases you can use to jumpstart a constructive conversation:

  • From my perspective, I see it as X.
  • You’re right about X. However, to address X, we need to Y.
  • It seems like things aren’t running as smoothly as they could and I would like to discuss this with you.
  • We may have a misunderstanding, so, I want to be clear on where I stand.

It’s also essential to address conflict directly, face-to-face when possible (as opposed to over email, text or phone), and have measurable objectives that give a backbone to your point of view.

Diverse cultures may handle conflicts differently, using other strategies or words. You may need to adapt your style or language. But my advice is still the same, address conflict head-on before it becomes a crisis. And, if you need help dealing with conflict in your company, contact me.

A version of this post was first published on Inc.

Photo credit: Wavebreakmediamicro/123RF

 

Facilitate Your Success by Managing Up

Management Development

Facilitate Your Success by Managing Up

Passed over for promotion? Mediocre raise? Not landing the best assignments? It may not be due to your job performance. No matter how stellar your results, how much your co-workers and stakeholders depend on you – if your manager doesn’t know what a good job you’re doing, it won’t matter.

Too many professionals labor under the same myth: they assume that if they work hard and perform well, their boss will notice. The truth is, every boss has big responsibilities and may be too busy to notice everything their reports accomplish. The boss-employee relationship is a two-way street. Rather than passively wait for recognition, praise and direction, smart employees will proactively build a productive relationship with their bosses.

Excelling in the workplace is all well and good – but to be really successful, you need to know how to manage up. Consider the following.

  • Schedule regular face-time with your boss, and make sure you prepare an agenda for each meeting to make every moment count. Ask for feedback and expectations so you know how to deliver the right results.
  • Align yourself with your manager’s communication style and preferences. Is she analytical? Then support your ideas with facts and statistics. Is your boss always super-busy? Cut to the chase when you speak with him. Observe whether your manager prefers early morning meetings or after-work get-togethers and schedule accordingly.
  • Leave your ego at the door when you speak with your boss. Your goal should be to learn how you can get the best results and make your department look good. That includes learning your boss’s boundaries to ensure you’re not stepping on his or her toes.
  • Rather than waiting for instructions, look around and propose solutions to existing problems.
  • Demonstrate your long-term commitment by asking which skills you should develop to increase your value to the company – then follow through with the right classes and coaching.
  • Own your mistakes as quickly as you can. Explain how they happened and how you’ll avoid making the same mistake again, then do whatever your boss asks to get the problem resolved.
  • If your manager takes the heat for the team’s mistakes, allow him or her to take credit for the team’s success. This tells you that your manager takes ownership of all the department activities.
  • Learn the art of saying “no” – if you’re so busy that the quality of your work is suffering, tell your boss you can’t take on anymore.
  • Volunteer for high-profile projects. If other managers and executives notice your performance, you’ll make your boss look good – and set yourself up for bigger and better things.

Chances are you might be doing some of these already. The key is to take a proactive role in building your relationship with your manager, rather than passively hoping for credit and guidance. Often these tactics can make the difference in not only your experience at your current company but in your career overall. Remember, no matter how successful you get, you’ll still answer to someone – which makes learning to manage up one of the most valuable skills you can acquire.

How Managers Can Cultivate a Global Mindset

No manager in a growing business would say he or she isn’t willing to do what is necessary to help the company succeed. Yet many of them consider investment in global mindset training to be an add-on rather than a necessity. Global mindset training isn’t an optional area of casual interest for employees. It fills a strategic tactical need of operating in today’s business setting. By implementing the following changes regarding what it means to have a global mindset, leaders will grow their bottom line, improve communication and open new markets to their companies.

Prioritize personal exposure to differing perspectives. In an ideal world, every manager would do a six-month “study abroad” in a country other than his or her home nation. As much as we might like to believe that the Internet makes these kinds of experiences unnecessary, this kind of enriching experience is invaluable in understanding how cultural differences shapes business and purchasing decisions. Anyone who thinks the Internet has made the world completely homogenous has probably not spent six months in a country other than the one he or she was born in. Opening your own mind to the differences in cultures will help you understand what kind of perspectives you might encounter in global expansion, international sales negotiations or hiring discussions for a new regional vice president.

Employ anthropology tactics inside the company. While a six-month “study abroad” may be too much of a commitment in today’s world, employers should encourage managers to travel and visit with employees in their local office(s) on a regular basis. There is no substitute for meeting in person and seeing where employees spend their working days. If leaders approach their business meetings with the perspective of an anthropologist, they will more quickly get to the root of global business challenges. When observing staff in their home office, or even listening to how they interact over the phone, consider how their concerns might differ from your own. By learning to ask the right questions and listen with more precision, an anthropological approach will help you meet business colleagues with an understanding of their own unique perspective and motivations.

Pursue global mindset at every level of the business. While making global mindset a priority starts with upper management, executive staff aren’t the only people involved in implementing it across a company. Personnel in human resources, public relations, and corporate communications support those executive leaders. It’s just as important that staff in those areas have a global mindset as well, because they’ll be doing much of the practical work involved. Messaging for the company’s internal and external copy, meeting and training scheduling, presentation layout and tone are all tasks that need to be handled in a way that is culturally and globally sensitive. Making global mindset a priority for the entire staff, not just those who often travel internationally, will ensure that both everyday and long-term actions of the business are sensitive to the needs of other cultures.

Make face-to-face meetings a priority.  It’s true that technology has allowed businesses to complete entire large-scale projects without ever meeting in person. Sometimes they are completed without ever talking on the phone. But while this kind of work is now possible, that doesn’t mean it’s the most effective way to get things done. Research shows that if a project team meets in person even once during the course of a project, their productivity increases by nearly 50 percent. It might seem cheaper to complete a project in a completely virtual environment. But in reality, investing in travel budgets for the people on a team with members in different areas means better work done faster.

Devote serious resources to global mindset training. Competing in a global world is only one reason to devote resources to continuing training in how to communicate and interact with different types of people. A company with a continuing and well-designed program in these areas will raise retention rates for employees, be able to compete for talent, and be better equipped to access new markets and expand. A globally-minded business is also in a better position to develop products that meet the needs of more groups of people than a company with a narrow idea of its consumer. Learning how to communicate across cultures and perspectives should not be a half-hour slideshow during employee orientation. It needs to be a continuing partnership between managers and outside trainers with the same priority as training on customer management, product changes or selling techniques. By offering a program around skills in global mindset, behaviors and perspectives can be trained and changed to be more understanding and respectful of different types of people.

Global mindset is not just about understanding cross-cultural communication, it’s about understanding not only who, but also what and how to do businesses successfully across borders, regions and perspectives. By taking the topic of global mindset seriously for their teams, managers can leverage their resources more successfully and support company growth worldwide.