New job - Management
Discussion
Hi all, I've got a new role which I start next week as a Manager. This is my first proper Management job (I've always preferred to be in control of my own bonuses!) but circumstances are that I'm going to be managing a team of around 20 people.
I've got to present to my team next week, and I've a couple of people in the team who might be a bit difficult to handle (they wanted this job too). Has anyone any tips on how to handle them and what content I should deliver in this presentation? Naturally, I'm going to carry out an individual meeting with each one, but initially this presentation is my priority.
I've never met any of the 20 before, and I am from a different industry completely! I have done as much research into their industry as possible, but they're all going to know more than I do. This doesn't concern me long term, as I know I'll pick it up quickly, but if I were in their shoes, and I was getting a new boss who knew nothing about my job or industry I would be a little nervous!
HELP!!
I've got to present to my team next week, and I've a couple of people in the team who might be a bit difficult to handle (they wanted this job too). Has anyone any tips on how to handle them and what content I should deliver in this presentation? Naturally, I'm going to carry out an individual meeting with each one, but initially this presentation is my priority.
I've never met any of the 20 before, and I am from a different industry completely! I have done as much research into their industry as possible, but they're all going to know more than I do. This doesn't concern me long term, as I know I'll pick it up quickly, but if I were in their shoes, and I was getting a new boss who knew nothing about my job or industry I would be a little nervous!
HELP!!
Welcome to the world of management! There are millions of books on the subject but nothing like getting stuck in.
Some nuggets that may be of use...
Those that went for the job...talk to these first. The fact that they were in line for the role in the first place suggest they are capable people. Suss them out and infer your desire to make them your 'right hand men'...give them a role (inferred or actual) that gives them a degree of control or power but keep them on a short leash (keep your competition close and your enemies closer).
Don't bulls
t. Be upfront about what you know and what you don't know.
Be friendly with with team but don't be friends with any of them (you catch more flies with honey but you do occasionally need a swat)
As for the presentation....
Avoid clichés and management-speak. Don't use a Power Point (unless you have to). Don't talk about you..talk about them (if they are interested in you, they'll ask).
The rest will just kind of click as you go.
Good luck.
Some nuggets that may be of use...
Those that went for the job...talk to these first. The fact that they were in line for the role in the first place suggest they are capable people. Suss them out and infer your desire to make them your 'right hand men'...give them a role (inferred or actual) that gives them a degree of control or power but keep them on a short leash (keep your competition close and your enemies closer).
Don't bulls
t. Be upfront about what you know and what you don't know.Be friendly with with team but don't be friends with any of them (you catch more flies with honey but you do occasionally need a swat)
As for the presentation....
Avoid clichés and management-speak. Don't use a Power Point (unless you have to). Don't talk about you..talk about them (if they are interested in you, they'll ask).
The rest will just kind of click as you go.
Good luck.
StevieBee said:
Some nuggets that may be of use...
'right hand men'...
(keep your competition close and your enemies closer).
(you catch more flies with honey but you do occasionally need a swat)
Avoid clichés.
'right hand men'...
(keep your competition close and your enemies closer).
(you catch more flies with honey but you do occasionally need a swat)
Avoid clichés.
Sorry, couldn't resist.
Actually good advice. I'd add that of course a good leader must show some humility, but he/she must remember not to be too submissive and expect the team to want you to make some firm decisions probably quite early on in your tenure.
Be honest and tell them what you plan to do. So explain that you will be talking to them individually and tell them what you expect them to come to that meeting ready to tell you (eg what are their key priorities and blockers etc). Its likely your first activity is finding out what the team does, the major current issues, and forming short, medium and longer term plans. Who are the teams key customers and suppliers, what is the relationship with those people and how can it be improved.
Also have a think about what people who managed you did, what you liked/didn't like and what you think worked/didn't work.
Also have a think about what people who managed you did, what you liked/didn't like and what you think worked/didn't work.
Cheers guys. I'll avoid the 'helicopter view' on the presentation then lol.
The guys who went for the job and didnt get it were poor in the interview apparently (it was a biatch of a day, but knowing the regional director pretty well has helped me through that!) The one who really thought he deserved it is going to be my biggest challenge as he's taken it badly that an external has got the job. So if he's going to make my life difficult I might have to spent a lot of time with him first.
Re the presentation, I don't have to use PP so I'll give it a miss and just concentrate on their successes with the previous manager and give them an indication as to some ideas I have for them and how I can help them to be more successful in their current roles.
I actually can't believe I'm going into management. I've always stayed well clear in the past, but needs must and the regional director moved across from my old company 3 years ago and has enticed me over to an industry I know nothing about (neither did he 3 years ago) but I trust him, and I want to work for him again.
I'll keep you posted next week!
The guys who went for the job and didnt get it were poor in the interview apparently (it was a biatch of a day, but knowing the regional director pretty well has helped me through that!) The one who really thought he deserved it is going to be my biggest challenge as he's taken it badly that an external has got the job. So if he's going to make my life difficult I might have to spent a lot of time with him first.
Re the presentation, I don't have to use PP so I'll give it a miss and just concentrate on their successes with the previous manager and give them an indication as to some ideas I have for them and how I can help them to be more successful in their current roles.
I actually can't believe I'm going into management. I've always stayed well clear in the past, but needs must and the regional director moved across from my old company 3 years ago and has enticed me over to an industry I know nothing about (neither did he 3 years ago) but I trust him, and I want to work for him again.
I'll keep you posted next week!
otherman said:
Also have a think about what people who managed you did, what you liked/didn't like and what you think worked/didn't work.
Here lies my biggest problem! I've always thought of managers as people who sit on their arses and bring nothing of substance to my working life. This is one reason I've always steered away from it in 20 years of my working life! Poacher turned gamekeeper springs to mind lol
Edited by audi321 on Thursday 4th April 14:07
Bear in mind that, as the new manager, the team may also be slightly nervous of you. They may well be wondering if a change in management and the introduction of someone from outside heralds a round of redundancies, for example...
Assuming it doesn't, you might do well to tell them how well the product/area/group/whatever is doing and mention that their contributions have helped (or something similar) to put their minds at rest.
Assuming it doesn't, you might do well to tell them how well the product/area/group/whatever is doing and mention that their contributions have helped (or something similar) to put their minds at rest.
DanL said:
Bear in mind that, as the new manager, the team may also be slightly nervous of you. They may well be wondering if a change in management and the introduction of someone from outside heralds a round of redundancies, for example...
Assuming it doesn't, you might do well to tell them how well the product/area/group/whatever is doing and mention that their contributions have helped (or something similar) to put their minds at rest.
Cheers for that. Good advice and something I've not thought of. The company (a PLC) is doing well and there's no redundancy plans etc so I will mention that. Thanks. Assuming it doesn't, you might do well to tell them how well the product/area/group/whatever is doing and mention that their contributions have helped (or something similar) to put their minds at rest.
I've managed teams of hundreds in my time in large scale operations. My tuppence ha'penny from years of doing that is this. You're the manager, so manage. That's what you're there to do. You're not their mate, their shoulder to cry on nor their sounding board for a moan up.
Your job is to lead, to set the course & make sure everyone knows it & what's expected of them in order to achieve the goals you've set out.
Equally, you shouldn't go out to be a tyrant. Your team will function much better if they like working for you & can feel motivated by doing so. Fear is a strong motivator, love, for want of a better word is a stronger one.
So, the above is pretty much common sense huh? You'll have to find the right path that works in your environment but ultimately it's a balance between stick & carrot, preferably more carrot, but part of any manager's role is being prepared to get stuck in when needed.
Your job is to lead, to set the course & make sure everyone knows it & what's expected of them in order to achieve the goals you've set out.
Equally, you shouldn't go out to be a tyrant. Your team will function much better if they like working for you & can feel motivated by doing so. Fear is a strong motivator, love, for want of a better word is a stronger one.
So, the above is pretty much common sense huh? You'll have to find the right path that works in your environment but ultimately it's a balance between stick & carrot, preferably more carrot, but part of any manager's role is being prepared to get stuck in when needed.
rog007 said:
StevieBee said:
Some nuggets that may be of use...
'right hand men'...
(keep your competition close and your enemies closer).
(you catch more flies with honey but you do occasionally need a swat)
Avoid clichés.
'right hand men'...
(keep your competition close and your enemies closer).
(you catch more flies with honey but you do occasionally need a swat)
Avoid clichés.
Sorry, couldn't resist.
audi321 said:
otherman said:
Also have a think about what people who managed you did, what you liked/didn't like and what you think worked/didn't work.
Here lies my biggest problem! I've always thought of managers as people who sit on their arses and bring nothing of substance to my working life. This is one reason I've always steered away from it in 20 years of my working life! That seems quite.....naive for someone about to lead a team of 20. Maybe you've just had bad managers...
If you're coming up to management level, remember that whilst you need to be prepared to get stuck in, you're not there to do someone's job for them; you're there to manage.
Management, as a function, can be under-estimated both in terms of time and difficulty.
One things I've always done, once you've had a small period of time to settle in, is to pull everyone's job spec from their file and then have a sit down, with tea, with each person to find out what they actually think their role is.
Nine times out of ten, there will be a number of people that have a different idea and a department, or company, can have people doubling up and/or leaving holes in capability leading to inefficiency.
It is also a good time to find out how they are, what their aspirations are, do they feel they could benefit with extra training or info etc...
Like you, I've often gone into companies where I don't have specific technical knowledge. Remember, they are usually the guys getting things done at the sharp end and your job, in my eyes, is to give them everything they need to do their job properly and filter out the crap that comes from above to make sure they're working on the stuff that matters.
You're there to manage the team - your success is measured by their ability to get the job done, not how pally you are with them. But that does help if the team is content and doesn't hate your guts
Nine times out of ten, there will be a number of people that have a different idea and a department, or company, can have people doubling up and/or leaving holes in capability leading to inefficiency.
It is also a good time to find out how they are, what their aspirations are, do they feel they could benefit with extra training or info etc...
Like you, I've often gone into companies where I don't have specific technical knowledge. Remember, they are usually the guys getting things done at the sharp end and your job, in my eyes, is to give them everything they need to do their job properly and filter out the crap that comes from above to make sure they're working on the stuff that matters.
You're there to manage the team - your success is measured by their ability to get the job done, not how pally you are with them. But that does help if the team is content and doesn't hate your guts
Edited by Asterix on Thursday 4th April 15:49
firstly you can't manage 20 people all at once. 8 is usually agreed as the maximum so I'd be looking to put a structure in place.
As for the people that went for the job - I guarantee that at least one of them will no longer be with you in 6 months. They will probably bh about you too, making it very difficult to get support from your team. If you are going to have a conversation with them make sure its about ensuring that they will give you their support.Make that quite clear, back it up with objectives ( documented )and follow it up.
Finally accept the fact that there is a better than average chance that your team will try to 'kill' you. Accept it as part of your learning process. There is an activity you could set up called 'team contracting' http://www.npd-solutions.com/groundrules.html which you could use. Basically you and the team set out what it wants to be e.g. leading, fun, proactive, supportive,humour etc, and you/the team score the team currently and quarterly against the team's measures. Part of what they will want the team to be is leading, which will be a direct reference to you, they will kick you hard on that, but then you must be prepared to open up a conversation about that, take the feedback and apply the changes. - it worked for me! However I wouldn't do that on the first day, you'd need a month or two to generate some sort of trust to get the necessary feedback.
As for the people that went for the job - I guarantee that at least one of them will no longer be with you in 6 months. They will probably b
h about you too, making it very difficult to get support from your team. If you are going to have a conversation with them make sure its about ensuring that they will give you their support.Make that quite clear, back it up with objectives ( documented )and follow it up.Finally accept the fact that there is a better than average chance that your team will try to 'kill' you. Accept it as part of your learning process. There is an activity you could set up called 'team contracting' http://www.npd-solutions.com/groundrules.html which you could use. Basically you and the team set out what it wants to be e.g. leading, fun, proactive, supportive,humour etc, and you/the team score the team currently and quarterly against the team's measures. Part of what they will want the team to be is leading, which will be a direct reference to you, they will kick you hard on that, but then you must be prepared to open up a conversation about that, take the feedback and apply the changes. - it worked for me! However I wouldn't do that on the first day, you'd need a month or two to generate some sort of trust to get the necessary feedback.
swerni said:
Muzzer79 said:
Management, as a function, can be under-estimated both in terms of time and difficulty.
Must be soooo hard spending all day looking at spreadsheets 
pboyd said:
otherman said:
OK, I realise that's at least half tongue in cheek. But a real professional manager, and not someone who's been promoted beyond their profficiency, wouldn't spend any time looking at spreadsheets.
Compete nonsense blanket statement - wanders off to look at a spreadsheet
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