What new managers need to change

You are now the manager. Your role has changed. You need to change with the role. Now is a great time for some soul searching. “What must I change?” Ask yourself this question. And never stop asking it. I often send my team an email with nothing but a big question mark in it. When asked, I told them “Always question everything”. Use the word “Why” frequently. Why do we do it this way and not that? Why do we work with this supplier? Why are we not charging for this service? Why are we charging for that one? Why have we not changed? Evolution comes from change. Lack of change leads to stagnation. Stagnation leads to all sorts of ailments and, at the very least, a bad smell. In an economy it can lead to recession.

Back to the initial question. What must you change now that you are a manager? Different things for different people. What has served you as a doer, that will no longer serve you as a manager? What habits do you have that you must break? What habits do you not have that you should create? Do you mumble? Do you procrastinate? Do you leave things to the last minute? Are you reticent? Do you avoid confrontation? (we’re not talking war here, we are talking about challenging unwanted behaviors, offering feedback).

There shouldn’t really be sides. But you have changed sides.

You can no longer identify with the team. Maybe you know the team. Maybe it’s a new team. Up until Yesterday, you were part of that team, or one pretty similar to it. So, you know how it works. You probably agreed with the grievances, and the injustices and all the negatives the team saw in the company and management. You are now management. Use your knowledge of team dynamics. Consider what might really need to be changed. But think like a manager. You now identify with management. Otherwise, the way up will turn out to be a dead end. And it is usually up or out. Never back down.

Change your point of view

You need to see the big picture. Hear all sides. Look at all the data and information. See how your department fits into the mechanism that is your company. See how you can facilitate improved cooperation with other departments. And remember, it is all about the customers. Try to see through their eyes. And always keep in mind how the customer sees things.

Change your priorities

Everyday minor tasks are not your priority. Too many managers fail because they step in to carry out tasks their team members should be completing. This is a recipe for disaster. Sure, it’s good if the captain knows his or her way around the engine room and can lend a hand now and again. But if the captain’s time is spent mostly in the engine room, the ship will sooner or later run into something. Delegate!

Change the way you work

Depend on facts. That’s why you are in this position. Develop a passion for process and measurements. But don’t compromise on creativity. Work towards getting your team whatever they need to get the job done.

Think ahead. Think contingency.

Change the way you communicate

Set up channels that have rules. Don’t continue conversations when your team member is not prepared or has not brought enough information to the table. Don’t accept unwarranted behaviors. Beware of the suck-ups. Beware of comments out of place. Set the pace and set the bar for professional and effective communication in your team. Be impartial. Be fair. Be sparing with your comments. A manager’s words bear a lot more weight. You can cause rumors, debates and even stress in your team, simply by not thinking before you speak. What was OK for Team-Member-You to say, is NOT OK for Manager-You to say.

Change your demeanor

No matter what is going on in your life, or at the top of the company, you can only ever seem confident and positive. As with words, a manager’s mood can cause ripples and repercussions. It impacts trust and productivity. It makes or breaks morale.