"One of the big challenges for new managers is learning to recognize and appreciate that not everyone approaches work the same way that they do. Some of the most dangerous words for a leader to use are, 'Well, if it were me, this is what I would do.' When we do that, it keeps us from understanding, embracing, and working successfully with other people's behavior," says Ann Phillips, a senior consulting partner with The Ken Blanchard Companies.
"Many people are promoted into managerial positions because they were great individual contributors. Because they had so much success with a certain way of working—be it strong planning or attention to detail or great execution skills—they may have a difficult time understanding that other people don't necessarily work that way.
"For these managers, the big challenge is avoiding the tendency to do the work themselves when things don’t work out,” explains Phillips. “It's hard for these new managers to let others run with the ball even when they have demonstrated competence and commitment for the task. It's not easy for them to let go and trust that the work will get done without their direct intervention."
The importance of trust
Phillips also recommends that new managers balance high expectations with equally high levels of support and caring."People have to trust you as a leader," she explains. "That begins by being genuine, showing that you care, and doing what you say you will do.
"As a new manager, it's important to get your management style moving in the right direction. People need to know that you have their best interests in mind, that you are setting them up to win, and that you mean them no harm. It's important to live up to those expectations. Things are always going to come up. When people know that you truly care, that can cover a lot of situations and people will forgive your mistakes and continue to follow you."
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