New managers and surprisingly many long-time veterans often get confused as to what their role is all about. They fail to grasp the importance of several key skills and areas of emphasis necessary to getting the job done.
Failure to Set Challenging Goals.
Many managers look to take the easy way out. They set goals for themselves and their team that may be achievable, but really do not move the organization forward. You must have confidence in your ability to take your team to greater levels of performance. Your superiors have placed you in a leadership position because they believe you can enhance the growth of the company, not merely keep it the same. Setting aggressive goals may make you a little bit more visible, but you will be admired for your risk taking and rewarded greatly when you achieve your objectives.
Failure to Make Decisions.
You're in charge now, and the responsibility for your team's performance is on your shoulders. So be decisive. Many managers fail to make decisions or procrastinate for fear of making the wrong decision. Meanwhile, their competitors are constantly taking new courses of action, giving them a competitive advantage. Your bosses put you in a position of leadership and obviously have confidence in your ability to move your team to the next level, so you should.
Failure to Listen to Staff.
Some of the best ideas come from members of your team, employees that are in the field and on the "front lines." Managers will often pay lip service to these suggestions, thinking they have all the answers for every situation that may arise. This can be a crucial mistake. Listening to your staff is critical for your success. Good managers embrace feedback from their teams and look for ways to implement their ideas. Putting a staff member's idea into action may not only help your team achieve its goals, but can also build confidence in the employee, helping him or her reach greater levels of performance.
Failure to Control Their Power.
New managers suddenly find themselves in a position of authority. They have the ability to set work schedules, grant or recommend pay increases, and dramatically impact the performance of each and every member of their team. Some managers, however, greatly abuse this power. They let personality conflicts with employees boil over into larger battles. Thy sometimes belittle their staff, expecting big paybacks for small favors. Abuse of power can lead to staff members asking to be transferred, re-assigned or leaving the company altogether. Smart managers realize they have authority over others, but recognize their job is to enhance performance, not hinder it.
Failure to Lead.
Supervising a staff is one thing; actually leading it is another. Managers must realize they are more than record keepers. Their job is to move their team's performance to the next level. New managers may struggle with influencing and motivating employees. They must learn to be a leader by setting standards of performance, assisting and training team members, and leading by personal example. In the end, their performance is based not just upon their ability to maintain accurate files, but also upon the success of the entire team in meeting its goals and objectives.
About the Author
John Tipton is president of Da-Com Corporation, an office products firm with locations in St. Louis and Mid-Missouri, specializing in RISO, Lanier and Toshiba office machines, technology, and solutions. He can be reached at 314-442-2800 or johnt@da-com.com.
