{"id":10211,"date":"2014-11-30T10:00:00","date_gmt":"2014-11-30T15:00:00","guid":{"rendered":"https:\/\/www.wework.com\/creator\/?p=10211"},"modified":"2020-03-30T18:43:42","modified_gmt":"2020-03-30T22:43:42","slug":"training-manual-become-better-manager","status":"publish","type":"post","link":"https:\/\/www.wework.com\/ideas\/professional-development\/training-manual-become-better-manager","title":{"rendered":"A training manual to become a better manager"},"content":{"rendered":"

One of the hardest transitions in my career came when I was promoted to manage the team that I was a part of. It happened after a major corporate acquisition prompted my boss at the time to take an early retirement offer. Friday I was part of the team, and Monday I was the manager. It was one of the most challenging and harrowing experiences of my career.<\/p>\n

Years later, an HR exec told me it was\u00a0probably the most difficult transition anyone could face<\/a>\u00a0in terms of promotions. \u201cI hope you got lots of support,\u201d she said.<\/p>\n

Hm. Yeah, there was no support.<\/p>\n

But you can be much better prepared than I was. There are clear actions you can take\u2014actions that no one told me about at the time\u2014that can make this transition smoother for yourself and your team. Keep these steps in mind, and you\u2019ll make the process much more productive and satisfying for everyone involved.<\/p>\n

1. Recognize What a Huge Change This Is<\/h2>\n

If you\u2019re in a good organization, you\u2019ll get lots of support and mentoring from your leadership team. But even if you have great support, to be successful, you must recognize what a huge impact this promotion will have on your relationships with your team\u2014your former peers.<\/p>\n

You\u2019ll need to\u00a0mentally reframe how you see your role<\/a>\u00a0within the group, because overnight, the dynamics will shift drastically. You have to go from being a peer to being the manager. Although it\u2019s exciting, also remember you have a lot of work to do to establish yourself and your authority in this new role.<\/p>\n

2. Have a Conversation With the Team<\/h2>\n

Call your new team together to set expectations and talk about how you will work going forward. Let them know that on one hand, you\u2019re familiar with the team\u2019s work, the people, and the organization. That\u2019s good.<\/p>\n

On the other hand, tell them that the way you\u2019ll work and handle situations will look different than it did in the past. You will now be the person\u00a0managing performance feedback and evaluations<\/a>.<\/p>\n

Let them know that initially, this may be weird and uncomfortable for everyone\u2014but in the end, you\u2019re confident it will be a win for the entire team. Emphasize the trust you\u2019ve built within the team and that you expect it to grow even stronger. Ask for their support, confidence, and trust, and pledge them yours, as well.<\/p>\n

3. Adapt Your Day-to-Day Behavior From Peer to Manager<\/h2>\n

As exhilarating as this change is in many ways, it also means you can\u2019t be part of the team like you used to be. For example, indulging in office gossip was never a good practice to begin with, but as a manager, it\u2019s even more taboo. Although it\u2019s likely the team won\u2019t invite you to the water cooler now, some employees may test you to see if you\u2019ll engage. Excuse yourself with a curt, \u201cThat\u2019s really none of my business,\u201d and leave the conversation.<\/p>\n

Also keep in mind that employees may love bashing management and questioning their boss\u2019 every decision, policy, and directive. Now that you\u2019re part of that management team, you\u2019ll need to hold your tongue.<\/p>\n

Finally, recognize that there\u2019s a fine line between being warm and friendly to your team members and\u00a0being their buddy<\/a>. You can be warm and friendly, but don\u2019t confuse your team about what your role really is.<\/p>\n

4. Determine How You\u2019ll Manage Resistance<\/h2>\n

When I took on my new role, some of my employees expected me to magically fix all of the situations we\u2019d previously decided were issues, back when I was on the team. They brought me a list of all the issues they wanted me to work on. It was very frustrating for them to know that an instant fix wasn\u2019t in the realm of possibility.<\/p>\n

Your team may purposefully seek to challenge you and thwart your chances for success. They may test you or call you out at every opportunity. Whether\u00a0they wanted the management job and you beat them out for it<\/a>, or they\u2019re simplyharboring jealousy of your promotion<\/a>, they may not make the transition as easy as you\u2019d like. It\u2019s not pleasant, but it\u2019s a realistic part of the process that you can anticipate and prepare for.<\/p>\n

Ask your challengers what you can do to make the transition work for them. Share your goals and objectives with them, so they know you\u2019re committed to the team\u2019s success. Then, remind them why you were selected for the role and what\u2019s expected of you.<\/p>\n

At some point, if your staff can\u2019t buy in to your leadership, they may need to find a department or organization that\u2019s a better fit. And it\u2019s OK to let them know that.<\/p>\n

5. Find a Mentor and Confidante<\/h2>\n

Whether you\u2019re in an organization with good support for this kind of a transition or not, finding a strong mentor is key. Just\u00a0keep in mind that it shouldn\u2019t be your boss<\/a>; it should be someone who can offer you unbiased listening, feedback, and suggestions.<\/p>\n

In time, what feels like an awkward and uncomfortable transition can grow into a rich and rewarding management experience. Focus on the basics, communicate effectively, and build strong relationships. You\u2019ll have a great story to look back on.<\/p>\n","protected":false},"excerpt":{"rendered":"

One of the hardest transitions in my career came when I was promoted to manage the team that I was a part of. It happened after a major corporate acquisition prompted my boss at the time to take an early retirement offer. Friday I was part of the team, and Monday I was the manager. […]<\/p>\n","protected":false},"author":1239,"featured_media":10213,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[43902],"tags":[],"class_list":["post-10211","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-professional-development"],"acf":[],"yoast_head":"\nA training manual to become a better manager<\/title>\n<meta name=\"description\" content=\"One of the hardest transitions in my career came when I was promoted to manage the team that I was a part of. 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