What To Do Now You’re A Manager
Winning promotion to management marks a significant milestone in your life. Congratulations!
Whether you now manage one person or a team of dozens, your status within the company has changed.
It has been elevated by someone has recommended you for promotion.
They believe you have what it takes to manage others.
That means you are no longer one of the team; you’re now a leader.
So, how do you lead and what should you focus on?
These questions and many others are answered in this issue of The Quietly Good Newsletter.
And there’s a good reason for devoting an issue to this subject.
- 82% of managers entering management had received no formal management or leadership training (what the Chartered Management Institute calls “accidental managers”).
- Only 27% of UK organisations said that most of their managers—more than three quarters—had received people-management training. (cipd.org)
- A recent US survey of 544 managers found that 77% had no formal training before their first management role, and only 25% said they were promoted for demonstrated leadership ability. (online.ben.edu)
As a result, roughly four in five new managers may enter the role without formal training or preparation.
- Many new managers get promoted because they were good at their job in sales, marketing, production, or another area of the business.
- They know what the business does, and they have proven themselves in their job.
- It seems logical to promote rather than bring in someone new.
- That doesn’t necessarily mean the promoted person will be an effective manager.
And it’s even riskier if they haven't received any training for the role.
If that’s your situation, you’ll find this issue invaluable.
- If you’ve received little or no management training, you’ll know where to start and what to prioritise from day one.
- You’ll learn how to get off to a successful start with the team you now lead. The people aspect of management is one of the most underestimated parts of the job for new leaders.
- Beyond the start, we also cover how to build a cohesive, effective team. Your future success in delivering objectives will depend heavily on the abilities of the team you lead.
- You’ll get practical support for the parts of the role you may not have experience with—leading conversations, setting expectations, giving feedback, handling conflict and supporting your team.
- You may feel that a big part of your job is now to be the MOTIVATOR of the team. That’s true, but probably not in the way you’re thinking. Learn how to motivate people for the long-term.
- As a manager, you can’t rely on other people to tell you what to do when it comes to solving problems. That’s on you now, which is why this issue covers thinking differently about problem-solving.
- No team is an island. You’ll need to work with other managers and their teams and gain their cooperation if you want to get things done. We show you the right way to do that.
- It’s written by someone who was in your position, faced the same issues you’re facing, and succeeded. He moved from managing a team to leading the whole company. It’s real-life management advice you can count on.
- This issue will help you feel more confident, avoid common mistakes, and build a healthier, more effective team from the start.
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This free bonus issue provides practical strategies to help you work smarter, not longer!
It’s an excellent companion to “The New Manager Issue.”