How to excel as a first-time manager
Nov 07, 2010
TAKING on a managerial role can be an overwhelming transition. Forget all your past accomplishments, you’re starting from scratch and the learning curve is steep.
By Stella Naigino
TAKING on a managerial role can be an overwhelming transition. Forget all your past accomplishments, you’re starting from scratch and the learning curve is steep.
You will deal with individuals from different cultures, generations, personalities and ambitions, some of whom more entrenched, experienced and talented than you.
You have integrity, but you need a vision and a strategy to execute it skillfully.
So, how do you ensure you don’t turn yourself into the semi-incompetent manager that has just been fired? Consulate Ademson, a human resource manager in Kampala, says managers are leaders who should be respectful, committed and credible. But this only comes if they focus on unique challenges they face as they do their job.
Ademson advises first-time managers to always study their predecessors’ shortcomings so that you know what to improve.
“This is because success is not only based on the manager’s own effectiveness, but on the performance of the entire staff,†she says.
One must also invest time in building relations with the other departments. If they’re not coming to you, go to them. Sit down with their leaders and rank and file.
Take an inventory of how your department is viewed. Identify areas where you could improve your performance or potentially team up with someone to help.
Communicate regularly, so you keep your capabilities on their radar. It only takes one opportunity, and a mutual awareness of your unexpected synergies, to forge a long-term partnership. Ademson advises first-time managers to learn what motivates their subordinates, their fears and worries.
“Avoid being a dictator as this will limit on the way your workers interact with you but your involvement in the work will enable you know your team better,†she advises.
Always focuses on the unique challenges you face every day in your job and offer solutions to help you fully achieve your potential not just as a manager or supervisor, but as a true leader.
TAKING on a managerial role can be an overwhelming transition. Forget all your past accomplishments, you’re starting from scratch and the learning curve is steep.
You will deal with individuals from different cultures, generations, personalities and ambitions, some of whom more entrenched, experienced and talented than you.
You have integrity, but you need a vision and a strategy to execute it skillfully.
So, how do you ensure you don’t turn yourself into the semi-incompetent manager that has just been fired? Consulate Ademson, a human resource manager in Kampala, says managers are leaders who should be respectful, committed and credible. But this only comes if they focus on unique challenges they face as they do their job.
Ademson advises first-time managers to always study their predecessors’ shortcomings so that you know what to improve.
“This is because success is not only based on the manager’s own effectiveness, but on the performance of the entire staff,†she says.
One must also invest time in building relations with the other departments. If they’re not coming to you, go to them. Sit down with their leaders and rank and file.
Take an inventory of how your department is viewed. Identify areas where you could improve your performance or potentially team up with someone to help.
Communicate regularly, so you keep your capabilities on their radar. It only takes one opportunity, and a mutual awareness of your unexpected synergies, to forge a long-term partnership. Ademson advises first-time managers to learn what motivates their subordinates, their fears and worries.
“Avoid being a dictator as this will limit on the way your workers interact with you but your involvement in the work will enable you know your team better,†she advises.
Always focuses on the unique challenges you face every day in your job and offer solutions to help you fully achieve your potential not just as a manager or supervisor, but as a true leader.