![]() Find an outlet outside of work to keep you balanced and grounded. At times you'll have to have really tough meetings about responsibilities and performance, among other issues, and you must remain calm and levelheaded despite how you may feel inside. There's a price to pay for leadership: you always have to be the "bigger person," which means you cannot take things personally, publicize your views, or get too close with your team. Understanding and embracing that concept will differentiate you from other managers and leaders. ![]() Know that silence is a far greater threat to any organization than is candor. Otherwise, they'll end up telling you what you want to hear rather than what you need to hear. Instead, they should view you as a person who will provide a fair hearing and give honest feedback. As higher education IT becomes ever more complex and uncertain, your staff should never guess how you would react in any given situation. It ebbs and flows for many managers unless they possess a critical quality: consistency. You're now responsible for others, and they need to know you're watching out for their interests.īeing the boss doesn't automatically mean respect. Be transparent and seek feedback on what's important to them. Keep all team members current on organizational developments, and share what you're doing to help them. Set aside time for each person in order to provide guidance and support. Start off on the right foot by reaching out. Your team's perception of you can be either your biggest asset or your biggest drawback. You will definitely need their support so that others will follow. Don't overlook getting buy-in from your top performers and respected veterans. Watch them in action to see who will help or, inevitably, disappoint. ![]() Learn about their history and aspirations. Without a plan and a commitment to carrying it out, the team will inevitably lose sight of the mission as well as their own potential and value to the organization.Įveryone is anxious about having a new boss, so early on give your staff plenty of time (including one-on-one time). Be sure to foster an environment where they can excel. At a minimum, your job is to get your team members on the same page and up to the same level. Hold yourself accountable by evaluating progress regularly and making adjustments as necessary. Set targets, including starting and ending points (and the steps in between). Help members of the team understand that they're working toward something larger than their own job and help them see how the organization, campus, and even their careers benefit from their work.Īfter meeting with stakeholders, draft three- and six-month plans. Establish timelines and benchmarks to measure progress. Set goals, but keep them relatively short, unambiguous, and achievable. Identify what's mission-critical, and explain why and how everyone's roles contribute to the end result. Outline your short-term and long-term vision for the department. They'll do their best to stay away from you.Īs the newest person on the team (and its leader), you have the staff's attention, so capitalize on it. ![]() Without it, you're tagged as a "do nothing, know nothing" boss-the one staff members know will confuse everything. In other words, establish your credibility. #FIRST TIME MANAGER ADVICE HOW TO#Figure out how to grab some early victories to prove you can get things done. Show you can step in and do their job if need be. Don't hide in your office jump into the trenches, roll up your sleeves, and get your hands dirty. Learn what's critical and what's "clutter." Start by learning what your people do, including the constituencies, responsibilities, systems, and schedules that drive their day. Spend your first 60 days (at least) observing, listening, and learning rather than talking and changing things. ![]() It could be very tempting to overhaul every process and way of doing things that your predecessor had in place and start fresh, but moving too quickly can backfire (especially with staff change is difficult even if it's good change). Remember, your initial steps set the tone for your leadership. So as we approach the end of the year and enter that period of tips and resolutions, here is a list of tips to get you off to a successful start as a new manager. Plus, all those jobs that you may have taken for granted or just knew you could do better-hiring, training, coaching, evaluating, disciplining, firing, planning, budgeting, etc.-are now your responsibility. You'll also encounter those who are more experienced, entrenched, and talented than you. You'll deal with individuals who have different personalities and ambitions and are even from different generations. As a new manager, you're starting from scratch, and the learning curve can be steep. Forget all your past accomplishments that got you to where you are today. Stepping into management can be an overwhelming transition. ![]()
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