Management Jobs: Top Tips For New Managers

Management jobs are very much in demand for all sorts of reasons, not least the presumed perks of the job, but when you have to deal with one of your team who's complaining to you, rather than allowing your negative programmes to take over, you need to get your thinking part in gear and try to see the situation the way they see it. You don't necessarily have to agree with them but perhaps you can empathize with their point of view.

The successful manager thinks about the people they have to deal with, is sensitive to how they see things and knows that they might think in different ways than they do. See people management for more details.

Management Jobs: How New Managers Become Great Leaders

"It is a terrible thing to look over your shoulder when you are trying to lead and find no one there." - Franklin D. Roosevelt

In taking management jobs, persons accepting promotion from individual contributor to leader often do not realize the extent of the change. All too often they assume that they will be doing basically the work as before except that they will now be 'in charge'. In reality, a major change in responsibility is occurring. The new leader requires a different set of skills, attitude and behaviors. When we asked seasoned leaders what they wished they knew then that they know now, this is what they said:

• Research your new management jobs. Find out all you can about: the company (if it is one you have not previously worked for); the department you'll be working in; your new job responsibilities; the history of the position; your predecessor and his or her approach to the job; and your new subordinates - if you don't already know them. Also learn the purpose of your department, team or unit - what work is being done, what is the current state of play; your boss and your boss's boss expectations and if you have customers, what their expectations are.

• Start planning in advance. Form at least a tentative plan - it will be harder to plan once you are in position. Think about what you want to achieve and how you would like to develop yourself to match the demands of the job. Reflect on your strengths and weaknesses - how can you deploy your positive qualities and experiences to advantage and compensate for your limitations. Above all, don't depart too dramatically and quickly from established practice.

• Get to know your team. One of your first management jobs is to meet with your team first together and then individually. Don't skimp on time - these first meetings set the stage for building a productive relationship. Listen carefully, eliciting information about the work and about them as individuals. Consider leaving the team with a question to reflect on: "What should I do or not do to help you perform your job effectively?"

• Focus on important relationships. Introduce yourself to customers (internal and external); suppliers, and the people who make up the professional network surrounding your job. Get to know your boss immediately. Find out such things as: the frequency of status reports (daily vs. weekly vs. monthly); the amount of information (just give me a quick update vs. a 5 page report); and the desired mode of communication (email, voice mail, face-to-face).

• Identify likely standards of performance. Observe, listen and note what is acceptable and what is not in your new environment. Within a few weeks you should have some ideas of what your staff expects of you. Identify the criteria by which your boss, your peers, and your customers will judge you. Be honest with yourself - can you meet those standards? If not, what do you need to do? Consider who could help you and what the price might be.

• Power up your people engine. Make a point of noticing and showing appreciation when someone puts in extra time and effort. If you are aware that other team members wanted or expected to get one of the management jobs, acknowledge the fact. Express the hope that you can work together on a friendly basis and say that you look forward to his or help.

• Don't be the lone ranger. Lead by involving team members. Listen to what they are telling you, especially if the team has been working together for a long time. They probably have a better sense, then you as the new manager, of what is going on, what needs to be done, and where the sand traps are.

• Set an example. Demonstrate strong personal commitment to achieving your department's or unit's or team's goals. Build warm, friendly relationships rather than remain aloof. However, there is a fine line between being friendly and being a pal. When you put on the manager's hat, your role changes. You want respect first and then hopefully being liked.

• Take stock regularly. Take time to reflect on your progress at the end of your first week, your first month, and your first quarter. Identify issues that require immediate attention, and ways to deal with them, before they grow into big headaches. The pattern of behavior you set in your first three months will be extremely hard to change later. As a new leader, your primary task is to listen and learn.

• Discover the leader in you. You can't make sense of your role as a leader unless you know yourself first. Look to others for guidance but be true to who you are. "Leadership is a matter of how to be not how to do it. In the end, it is the quality and character of the leader that determines performance and results", according to Frances Hellelbein of the Peter Drucker Institute.

Make sure you become a super not blooper leader when you accept any of the management jobs you may be offered.

Acknowledgement: Marcia Zidle, the 'people smarts' coach, who works with business leaders to quickly solve their people management headaches so they can concentrate on their #1 job ­ to grow and increase profits. She offers free help through Leadership Briefing, a weekly e-newsletter with practical tips on leadership style, employee motivation, recruitment and retention and relationship management. Subscribe by going tohttp://leadershiphooks.com/ and get the bonus report "61 Leadership Time Savers and Life Savers". Marcia is the author of the What Really Works Handbooks ­ resources for management jobs on the front line and the Power-by-the-Hour programs ­ fast, convenient, real life, affordable courses for leadership and staff development. She is available for media interviews, conference presentations and panel discussions on the hottest issues affecting the workplace today. Contact Marcia at 800-971-7619.

The normal progression of a career in the corporate sector involves moving from a functional or technical skill-specific role to management jobs. Of course there are exceptions to this specifically with respect to technical or research oriented roles but by and large most employees go through this cycle. As one moves up the ladder, the softer skills become a key component in the manager's repertoire. Communicating these skills in your CV becomes a delicate operation.

These pages are also relevant to Management Jobs, especially HR jobs: Personnel CV and the way to write an effective HR Cover Letter when applying for jobs.

Manager's CV Writing Service

For first time or junior management jobs who now have people management and budget responsibilities, I will write you an effective CV which will make the most of your experience and help to position you for the next stage of your career. Your new manager's CV will be formatted professionally and presented in the most impressive, eye-catching and interview winning format, for just £69.00 inc. VAT which also includes a FREE customized cover letter to ensure the best response to your job applications.

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For more information about Executive CV Writing Services just follow the link.

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