"Management does more than motivate others."
Safe! You've finally landed the long-awaited promotion, and now, you're a manager, perhaps for the first time in your career. So, now what? If this is your first role in management, you may be a little nervous. The feeling is understandable, common, and in fact, certain to exist. This role will be very different from your previous job. Management has completely different rules and objectives, and requires a variety of skills. Oftentimes, people new to management roles don't really understand what it means to be a manager, and how their lives will change (yes, yours will change). This is true, especially if you no longer receive an hourly salary, but a fixed monthly salary. We'll cover that later.
This article will present a set of guidelines that you can use to understand confusing transitions. This is not an instruction to be carried out on a day-to-day basis, that concept is no longer there because now you are the manager. However, this is an outline that will help you through the process of setting goals and managing staff. So, take a deep breath and let's get started!
Step
Step 1. Know what will change with your new role as manager
A significant difference is the migration from a concept called "individual contribution". Managers are not individual contributors. This means that you are responsible for the work of others. Your success depends on team performance. You are now in charge of a lot more work than you could have done on your own (see Warning section). You cannot fix all problems. No need to try, it's not your job anymore.
Step 2. Prepare for the transition
This will leave you confused and frustrated, maybe not immediately, but managers are usually pulled in many directions. There may be a dress code that you must follow. There are new regulations that must be obeyed (especially in the HR area).
- Find a mentor: A mentor is not your direct supervisor, but another manager with a lot of experience. Ask the figure to help with your transition. This is very important and is often underestimated. The top management team will appreciate you. The decision to find a mentor shows maturity.
- Join a network group: There are many network groups, (one of which is Toastmasters). Ask other managers and executives about local clubs. Take advantage of networking events in your area.
- Contact HR: Visit the HR department and ask if there are any HR or training books you can use to help. Read a book about being a manager. There are many books on this topic. Read several pieces of literature at once ("The One Minute Manager" and "The Seven Habits of Highly Effective People" are management must-reads).
- Help staff solve problems: The staff you are currently subordinate to may have been your colleagues, and that will lead to envy (perhaps even hatred) and friction. The situation is unavoidable, but the problem can be reduced if you keep the communication open. However, you must remember that you are now the manager and even if you don't want to show off your new status, you can't let your ex-colleagues take advantage of the relationship that exists between you and them. Even staff who were not previously co-workers will feel uneasy if they get a new manager. Talk to staff and share your plans. Build relationships between managers and staff early on. Although it seemed a bit awkward at first, do not shy, just follow the steps, be yourself, and don't forget your starting position in the company.
- Don't neglect family: Husband/wife/spouse and children, and friends still need the same attention as before. Now your mind is preoccupied with many things because management is a tough transition. Prioritize what should be prioritized. If you hear someone say you're a bit distant, pay attention. Don't let your career destroy family relationships (there are many examples)
- Don't neglect health: OK, this management role is fun. The work is interesting, the working hours are longer, maybe you also work at home, sleep a little late, wake up early, can still pay attention to family and children. However, are you getting enough sleep? Certain?
Step 3. Identify goals
What exactly is your goal? Do you have an hourly, daily, or weekly target that the team must meet. What about your new goals, like checking productivity? Write it all down and publish it (see tips). This will be your to-do list. Note that the list will change over time, not an exact document. Some things are always the same (eg service level), but others may change according to the strategy given by Executive Management. Review your list regularly, with a critical eye, and make revisions if necessary.
Step 4. Get to know your team
You must know the strengths and weaknesses of each team member. Tono works really fast, but sometimes misses some details. Tini is very thorough, but has problems with the volume of work being processed. Budi has a spectacular relationship with customers, but can't say "no" to clients, while Wati has great technical skills, but isn't very good with people. You have to know all that well. This knowledge is useful for balancing team productivity.
Step 5. Match tasks with staff
Use the information you gather from the steps above to provide jobs that suit each individual. This is a skill-based assignment. You must maximize each person's strengths and minimize assignments that target their weaknesses. If the opportunity arises, bring together several people with complementary skills. For example, assign Tono and Tini to a project, or ask Budi and Wati to consult each other in presentations.
Step 6. Hold a meeting with team members
Regular face-to-face meetings are very important in management. This meeting has several purposes.
- Provide feedback on performance: Discuss the previous week's goals, including what worked well, what areas could be improved, and how to improve. It then continues in the steps below.
- Outline goals for the next meeting: Those goals are targets to be executed and form the basis for the next week's production review.
- Be aware of staff issues: In this new position, contact with staff will be reduced and you should be aware of that. The only way to find out about issues affecting team performance (and also affecting their work) is to listen to the staff.
- Ask for ideas: Your staff will want to feel involved. There is no exception that the number one motivational factor behind an employee's decision to quit is poor management, which often stems from feelings of neglect. You are not only judged on team performance, but also employee turnover rate.
- Motivation: According to Peter Scholtes, humans motivate themselves. The best managers always find ways to motivate staff to do good work and feel proud. Use this session to find out what employees' motivations are and use that information to increase their contribution.
Step 7. Make sure you are easy to find
Don't isolate yourself from the staff. Sometimes, the workload is just too much so you tend to step away from the staff in order to get the job done on your own, especially with a lot of paperwork to do. Don't give the impression that you can't be bothered. If team members are unable to meet their leader, an attitude of anarchy develops. The situation will be very bad for you. Even if you are managing staff virtually, you still have to make sure they "feel" your presence. If you're in charge of multiple shifts, make sure you visit each shift regularly.
Step 8. Document team activities
Your personal performance review will focus heavily on team performance. So make sure you keep track of each issue and achievement. This will be very important if a significant problem arises. Problems will always be there, you and your team just need to focus your efforts on solving them.
Step 9. Appreciate employee performance
Rewards are not always in the form of money. Prize money is fun, but it's not the main job motivator. A more effective reward is recognition. If you have the authority, maybe you can give them time off for their performance (an extra day off for outstanding work). Rewards are regular and attainable, but difficult. When you give a gift, make sure it is known (gift publicly, rebuke privately).
Step 10. Learn how to guide
There will be times when you have to improve staff behavior. So you have to learn to do it. If you can do it well, you will get the desired result. Otherwise, the situation will worsen. You can learn how to provide guidance between positive feedback.
Tips
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Remember the top level goals.
You have to be consistent. Develop clear communication and set unambiguous goals. Listen. Provide feedback, especially positive ones. Clear all obstacles for the success of the team.
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Praise the staff.
This is a small step that has many benefits. Praising someone's performance can make a huge difference. Don't give too many meaningless compliments, but show your staff that they are appreciated.
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Give an example.
Leaders must be able to set an example in all aspects of work. Be a role model for coworkers by emitting positive vibes. Show concern, understanding, and respect, while keeping the task focused on teamwork and dedication. Managers and supervisors must be able to apply the best principles in the workplace. If this new position puts your personal life in the spotlight, understand that your whole life is reflected in what you model.
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Communication, communication, communication!
Staff will feel more involved if you tell them what's going on. Sometimes, everyone wants to see the "big picture"
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Fair, but firm.
There are times when you need to consider disciplinary action leading to dismissal. This is very difficult, even for experienced managers. How to discipline employees is a topic in itself and beyond the scope of this article, but there are many good references to it. The short answer is consistency and documentation.
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Understand EAPs.
EAP stands for Employee Assistance Program. AEP is very useful and most large companies have this program. If one of your staff has a personal problem, ask him to see the EAP team (do not trying to be a psychiatrist). If you have a personal problem (see Warning section), you can also take advantage of EAP.
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Find a mentor.
In addition to a mentor, you also need a mentor (if you have the opportunity and means). Mentors are helpful, but they usually don't always have the time. Mentors are trained professionals who have no agenda, except to help you develop an authentic management style.
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Publish goals.
Make sure you publish your goals and team goals in a visible place. Your team should see it all the time. The goal of "Increase service level to 5% in the next 6 months" shouldn't be a secret. Distribute new goals as soon as they are set.
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Take advantage of the Human Resources Department.
If there is an HR department, now they are your newest and best friend. This department is a resource that must be harnessed. They can help you reward, discipline staff, keep you out of legal trouble, and they really like managers who are aware of that. They are on your side.
Warning
- Don't rebuke the entire department for the mistakes of one person. For example, if only Tini is often late, don't send warning emails to all employees to be on time. Call Tini to discuss the matter privately.
- Never reprimand employees in public.
- Don't try to do staff work. There is a saying that goes: "If you want something done right, do it yourself." Forget that phrase. Get it out of your mind. You never hear it, the phrase is meaningless, and is a counterproductive concept. If you want something done right, assign it to the right people and motivate your employees. If you get too involved, you fail to meet management requirements. Your goal is to manage. This is a good time to delegate work.
- Weekly private meeting not performance review. Even if you review the previous week's activity, that's not all the focus is on. These weekly meetings are less formal and open to discussion. Don't be too controlling because this is also an employee meeting, not just your meeting.
- Be prepared for overtime. This is the fact. You are paid as a manager and are expected to do whatever it takes to get the job done. Managers have advantages that ordinary employees don't have, but they also have more responsibilities. Don't come late, don't come home early. And sometimes, you also have to work on something like the others. However, don't get used to it. Now you are the leader. You have to work as a leader.
- Keep company secrets. You will find out some secrets. There is usually a tendency to share secrets that make you seem more important. If you become aware of a layoff plan and leak the information without authorization, be prepared to become a resident of the layoff list. It's hard, but no one said that being a manager was easy.
- The transition to management can be scary at times. It's not always like that, but usually a new manager will experience a lot of stress before feeling comfortable in his position. Talk to someone. If you have a mentor (see Step 2), he or she will help. Don't hold anything back. Be aware of any unwanted behavioral changes (anger, suspicion, increased alcohol consumption, etc.).
- Keep employee secrets (if possible). Sometimes this isn't possible (in certain HR issues, such as the potential for workplace violence), but if an employee comes to tell you about a problem, handle the secret with care. Your reputation can be ruined in a second and legal problems will arise. If someone says "it's a secret," make sure they know that you, as the manager, are not allowed to keep certain secrets.
