Management Roles

Understanding your new role

Whether you're new to management, or considering a transition into management, do you know
what the role of a manager involves? Many first-time managers imagine they'll do essentially the
same job they were doing before and that only the challenges will be bigger. But you may be
surprised by just how different your job will be as a manager.
Moving into a management role is a big step, and you should take time to consider what your new
role means. If you do, you'll be better prepared for your new role and more likely to succeed. If
you jump right into the role without examining what it entails, you could end up making the
transition even more difficult. For example, you might think that a manager needs to be aggressive
and demanding and so you decide to make some radical changes. But by doing this, you might
alienate your direct reports, or create more work for yourself.
You need to stop and think about what being a manager really involves and what you'll bring to the
role. Thinking about certain things can help you make the switch:
review your preconceptions of the management role
consider the new demands that will be placed on you
think about the skills you need
reflect on any relevant experience you might have
Another compelling reason to take the time to consider your new role is that you'll make a good
first impression. Being prepared will help you transition more effectively into your new role. Your
initiative is likely to impress your superiors. And your direct reports as well. They may have
problems and questions for you right away, which, if you're prepared, you may find easier to
address. In this way, you'll appear more confident and professional in your new role.
Identifying required skills
Any inexperienced manager is likely to have misconceptions about what managers really do. As
these managers struggle to figure out their new role, their misconceptions can lead to costly
mistakes that may affect their careers and the organization. A good way to begin finding out what
managers really do is to dispel some popular myths about the role and replace them with truths.
New managers tend to think "I'll use the same skills I used as an individual contributor." This is the
first common myth to dispel about the management role. The truth is the skills required to be
successful as a manager are very different from the skills required to be successful as an individual
contributor. For example, you'll need excellent people skills. Because it's your job to help others
succeed, people skills become particularly vital in a managerial role.
Your success as an individual is no longer the objective of your hard work achieving results
through others is. And working through others to get results will require excellent people skills such
as communicating, negotiating, motivating, and coaching. Your success will be gauged by how well
your group achieves its objectives, how much you've helped your direct reports sharpen their skills
and manage tasks effectively, and how well your group's achievements support organizational
objectives and strategies.
Organizing skills such as planning work, assigning appropriate individuals to tasks, and acquiring
resources are also important. And so are leadership skills, such as determining the vision, goals,
and objectives for your team and creating an environment in which the team can thrive. Moving
from an individual contributor to a management position isn't just a move further up the corporate
path it's more like taking an entirely new path, that calls for new skills, perspectives, and
responsibilities.
Understanding your power
The power gained by moving up in the organizational hierarchy isn't enough to get results. In
reality, establishing and maintaining credibility is how you'll get results.
Power does come with your position. And, as a manager, you will have more formal authority, a
higher status within your organization, and greater access to resources than you did as an
individual contributor.
Instead of relying on your new power to bring results, focus on establishing your credibility. You
can do this by demonstrating character and managerial competence, and using influence.
There are three components of credibility:
1. character Demonstrate character by always striving to do the right thing. Others will
understand this as dedication and sincerity. And they'll come to depend and rely on you to
do the right thing, which is priceless in your efforts to manage.
2. competence One of the best ways to demonstrate managerial competence is to talk less
and listen more. A manager's job is to support and guide, not to dictate to people exactly
what to do and how to do it. And when you stop to listen, you'll likely learn valuable
information and increase your expertise as a manager.
3. Influence The influence you have over others stems from your character. If you work
hard, display honesty and fairness, and demonstrate knowledge, competency, and
reliability, you'll positively influence people. Consistency in your actions and behavior will
help you build and keep this influence. Good communication skills can also contribute to
your effectiveness in influencing others.
Understanding your freedom
Organizational interdependencies mean managers need the cooperation of others to get work done.
This translates into less freedom to make decisions and take action.
Unlike when you were an individual contributor and enjoyed relative autonomy to do your job, now
you must consult with and gain the support of a network of colleagues. But you can compensate
for the lack of freedom by building a network of mutually beneficial relationships, sharing your
power, and exchanging valued resources. Building these relationships helps build your credibility so
when you need help, you'll be more likely to get it.
Things to consider as a new manager:
building a network You'll learn quickly as a manager that your success depends largely on
cooperative efforts. You need to work to build a network of mutually beneficial relationships
with individuals outside your team and on whom your team depends to do its work.
sharing power Sharing your power has advantages it will increase your credibility and
influence. Sometimes this means sharing resources; however, it may also mean sharing
advice or knowledge, or simply acknowledging and accepting the contributions of others.
exchanging valued resources Providing the resources your direct reports need to do their
jobs is your job. An organization's resources are limited, so sometimes you'll need to
negotiate for the resources you need. Exchanging valued resources with others in your
organization can help you get the resources you need such as talent, finances, or
support.
Learning your new role
As a new manager, you'll learn most of what you need to know through on-the-job experience.
Realistically, the nature of the position limits the effectiveness of formal training, and experience
really is the best way to learn how to be a manager. In addition, more experienced managers are
often a great source of wisdom. They've been where you are and they'll likely have a wealth of
knowledge to share. You'll probably find most managers are willing to help you out. And
remember, they too are networking to build mutually beneficial relationships.
Learning while on the job is a self-directed approach to achieving successful management skills. As
you gain experience, use it to learn about your new role by reflecting on your experience,
gathering feedback about your performance, and identifying probable challenges.
Understanding relationships
Focusing on individual relationships will typically affect the entire team and can have a negative
impact on the morale and performance of other team members.
Instead, you need to focus on developing relationships in a way that will enhance the performance
of the entire team. In other words, you need to develop a strong relationship with the team, as a
group. You can do this by using group forums whenever possible to direct team efforts for solving
problems, providing motivation, and giving support. Directing team efforts in this way will build
your relationship with the team and not just certain individuals. It's imperative that you be
equitable when situations and circumstances arise that warrant personal attention or treatment.
For instance, don't celebrate a team member's success unless you commit to celebrating all similar
successes in the same way.
Letting go of your job as an individual contributor is the first thing you need to do to transition
successfully into being a manager. Your role as manager is very different. First and foremost,
you're responsible for the work of others not just your own. Understanding these truths about
the role will help you make the transition more easily. Keep these truths in mind as you consider
the role of manager: excellent people skills are needed; your power comes from your credibility;
you'll have less freedom and time; most of what you need to know you'll learn as you gain
experience; and it's more important to develop a strong relationship with the team, rather than
focus on individual relationships.
Course: First Time Manager: Understanding a Manager's Role
Topic: The Role of a Manager
Succeeding as a First-time Manager
Common mistakes
It may sound harsh, but as a first-time manager you'll make mistakes. Studying some of the
mistakes commonly made by new managers will help you learn through the experience of others
and avoid similar issues.
New managers tend to make three common mistakes: taking on too much, not asking for help, and
projecting a lack of confidence.
Taking on too much
The first mistake is taking on too much. Often, new managers will become overburdened with
work, which is usually the result of failing to understand how much their role has changed. And the
biggest contributor to taking on too much is the failure to delegate.
Facing the reality that your role has changed from when you were an individual contributor is the
first thing you must do to avoid the mistake of taking on too much. You need to switch your focus
from personal achievement to helping others achieve. You'll often have to step back and let your
direct reports do the work. And you'll need to place more emphasis on team building.
Learning how to delegate will come with experience. Three activities can help you begin delegating:
first learn to focus on the big picture, then distance yourself from the detail work, and take small
risks when first delegating.
Delegation strategies
focus on the big picture Focus on the big picture by stepping back and reminding yourself
that you need to approach your work from the perspective of a manager. You're
responsible for helping others, your team, and your organization meet goals. Delegation
will give more time to focus on the big picture.
distance yourself from the detail work As a manager, you need to distance yourself from
the detail work performed by your direct reports. You can't be involved in detail work and
effectively perform your managerial role. Trust your direct reports to do their job and build
partnerships with them so they'll come to you for help when needed.
take small risks When you begin delegating, start by taking small risks. Assign work to
individuals you know will be able to deliver, by taking advantage of the strengths of your
team members. As you become more comfortable with delegating, you can take bigger
risks that will build your confidence in your managerial abilities and stretch the capabilities
of team members, helping them to grow and develop too.
Not asking for help
Not asking for help is another common mistake new managers make. Often, new managers don't
interpret the relationship with their boss as a partnership. Instead of reaching out to senior
managers for support, many new managers try to resolve issues and work through situations they
have no experience with, and hope things will work out. This can be disastrous and robs the new
manager of the opportunity to learn from more experienced managers.
You may have been promoted based on technical competence not your managerial skills. If so,
accept that you can't know how to do everything, and your superiors don't expect you to. In fact,
your senior manager is likely to be concerned if you're not seeking support, answers, or advice.
The best way to stay on top of what's going on with your direct reports is through open
communication. Encourage your direct reports to come to you for help when they need it. Likewise,
you need to have this type of relationship with your boss. Just as it's part of your job to support
your direct reports, it's your senior manager's responsibility to support you. You'll learn how to do
your job through on-the-job experience, and support from senior managers is key to your ability to
learn how to be a manager.
When you've established a partnership and clarified expectations, make it a priority to meet
regularly with your boss. Use these meetings to develop rapport, ask questions, clarify your
understanding of things, and get feedback.
Projecting a lack of confidence
The final mistake you should avoid is projecting a lack of confidence. Managers who make this
mistake aren't likely to inspire or energize others, making it difficult, if not impossible, to lead and
manage successfully.
Avoid this mistake by always projecting confidence, even when you're not. It's natural to feel
overwhelmed and even inadequate. When you focus all your energy on the tasks you must
perform, you may forget to check your demeanor. Remember that as a manager your direct
reports and others look to you as an example and will model your behavior. If you're flustered,
agitated, defeated, or negative, you will set that example. In spite of all you may be feeling, it's
very important to maintain a professional and positive image and project a confident demeanor.
Work to build your confidence by setting clear expectations and directions for your direct reports,
taking risks, and giving credit to others.
Knowledge of the mistakes commonly made by first-time managers and strategies for overcoming
them will help you be more successful. First-time managers often make the mistake of taking on
too much. You can avoid this by accepting your new role and learning to delegate effectively.
Another common mistake is not asking for help. You can overcome this obstacle to success by
establishing a partnership with your senior manager. He's there to help you, so take advantage of
this by clarifying expectations for your performance and meeting regularly with your boss to get
advice and support. You must also be careful not to project a lack of confidence. No matter what
you really feel, your demeanor should project what you want modeled positive and confident
professionalism. If you do have to express less confident feelings do so in the privacy of your
boss's office.
Course: First Time Manager: Understanding a Manager's Role
Topic: Succeeding as a First-time Manager
Demands and Constraints of a Manager's Role
Understanding demands and constraints
It's a myth that managers have more freedom to achieve results as they wish. In fact,
organizational interdependencies limit the freedom managers have to make decisions and take
action independently.
Instead, managers must work to achieve results within the context of their organization and the
broader business environment. The implications of this interdependence are generally understood
as demands and constraints on what a manager is free to do.
Being a successful manager will require you to find ways to work successfully within the constraints
of your job and in response to its demands.
Demands
As a manager, you'll face demands on a daily basis. Exploring the types of demands you'll face as a
manager will prepare you to successfully deal with them when you need to.
In addition to the demands you place on yourself, you'll typically have demands imposed on you by
your boss, your direct reports, other managers, the system within which you work, and various
external forces.
Your boss will make demands of you. Typically, these demands will be related to the goals set for
your team or the organization. For example, your boss may require you to produce weekly
progress reports on projects you're involved with, or expect you to raise productivity by the end of
the next quarter or hire new team members.
Your direct reports will certainly make demands of you. First and foremost, they'll expect you to
provide them with what they need to do their jobs. Typical demands will include training, advice,
support, resources, and equipment. For instance, suppose you ask your team members what you
can do to help them perform better. You may find out your team wants improvements to make an
antiquated procedure more efficient, comprehensive training on new procedures, and new
computers. Other managers are also likely to place demands on you.
Essentially, you can expect other managers to make demands of you that will support them in their
efforts to achieve their own goals.
Your organization will also have its own set of systems that will place demands on you. System
demands include budgets, reports, and meetings.
Finally, external forces will place demands on you. Your customers, suppliers, stakeholders, legal
regulations, and members of special interest groups may require information, attention, or action
from you.
Constraints
Part of your role as a manager is learning to work successfully within the constraints that limit what
you can do.
How you do your job will be limited by some specific constraints:
expectations
resources
technology
location
policies and procedures
Everyone you work with, both internally and externally, will have expectations that will constrain
how you'll be able to act. Of course, you'll have your own expectations to work with. But you'll also
have the expectations of superiors, peers, direct reports, and perhaps suppliers or customers to
consider. For example, your direct reports will expect you to support them in their efforts to do
their work. You'll need to meet these expectations or risk losing credibility and respect. And your
own supervisor may expect you to make tradeoffs and manage risks, as well as to motivate direct
reports to support company goals.
As a manager you'll quickly learn that nearly all resources are limited in some way. This will, of
course, constrain or limit how you do your job. You'll need to make the best use of the resources
you do have. This may include negotiating and trading resources with other managers to get the
resources needed to accomplish goals.
You may find that both the quality and type of technology available to you will constrain what you
can do. For instance, suppose you've been tasked with implementing new security measures.
Although you'd like to use facial recognition software, your company doesn't have the technology
to support this. Instead, you'll have to make use of available technology.
Location may also present constraints on how you do your job. Often, you'll work with
departments, suppliers, and customers from various locations. You may also find yourself
managing teams from various geographic locations or individuals working from their homes.
Finally, policies and procedures will constrain how you do your job. When your organization's
policies and procedures limit what you can do, you'll have to work within these constraints to
complete your work and achieve your goals.
Constraints may limit your ability to perform certain tasks as a manager. Demands are things you
must do because people, systems, or legislation require it. Typically, demands will come from your
boss, your direct reports, other managers, the system, and external forces. Constraints are things
that limit how you do your job. Constraints include things like expectations, resources, technology,
location, and policies and procedures.
Course: First Time Manager: Understanding a Manager's Role
Topic: Demands and Constraints of a Manager's Role