Inc. Magazine recently published an article about the epidemic of new managers failing after 18 months of becoming a manager. That is nuts!!! What a way to waste human capital and money.
There is no reason for a new manager to fail…no reason. Whether they are an internal promotion or a “new to the organization” human.
The ways and methods of training and supporting a new manager and their success are ENDLESS:
- Teaching the cultural and historical hallmarks of the organization
- Provide the manager with a mentor or coach
- Design the first year goals and timing for completing the goals – who will help them; what they learn; how the information will be provided etc.
- Communication and behavior review of “how” to manage in their new position
- Onboarding principles and practices specific to the needs of the manager
- Gathering of organizational wisdom and sharing with the manager
- Assessments of talents and strengths
- Ongoing guidance, check-ins, accolades for good stuff, course corrections for the failures, support for the daily grind
- Self-reviews based on goals, job description and action plans
- A really good and accurate job description
If you do even part of this list, you will have a confident, well trained and successful new manager.
Promoted from within new managers need a different kind of support and communication. Most new managers promoted from within are elevated to this new position because they have been recognized for doing a good job. They face big scrutiny from their former co-workers and need a way to deal with them easily. Most likely there will be a bit of resentment from the others, especially if they “lost” the promotion to their former co-worker. Do not ignore this as it does not go away and can fester. A new manager has enough to deal with without having to take care of the other co-worker’s feelings. As their leader, it is your job to nip it in the bud; acknowledge the issue and discuss it openly.
New managers hired from the outside need more than a job description and support. They need cultural guidance; historical perspective; a mentor and/or coach and great job of onboarding them to all the aspects of the company from benefits to historical disasters and wins. They need to meet everyone who they will deal with and one on one time with their team. They also need a good review of their performance review objectives and to be walked through what you consider to be their talents and strengths. Good organizational wisdom shared with them will allow them to see the roadblocks and to be clever with their work.
“My goodness Natalie, your suggestions will take so much time to accomplish”.
There is a saying we coaches and consultants have about management training: “Hired today, fired a year from now”.
I have seen this happen so many times and the new Inc.com article points out the fact that it is still prevalent and costing time and people’s self-esteem.
You want your managers to thrive not just survive. They are the key to your succession plans, strategies and product/service success.
Are you having an issue with any of your managers or key employees? We need to have a conversation. I can help and I want to help.
The issues are easy to identify and put a plan around.
To Your Success,
P.S. Some wise people sharing their leadership and management wisdom:
“The secret to winning is constant, consistent management.”
~ Tom Landry
“Management is the opportunity to help people become better people. Practiced that way, it’s a magnificent profession.”
~ Clayton Christensen