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10 leadership tips for new managers

leadership-tips-new-leader

There is so much more to leadership than managing. A leader is someone who is recognised for visionary and cultural responsibilities, for motivating and creating a change in the culture of the business and the hearts and minds of people. A manager ‘s role can be described as being more operational and functional, ensuring that delivery dates are met for instance, the leadership role in contrast, is more about a shared vision. The contrast between the two roles can be visualised by the manager being concerned with the day to day activities and events, the leader is more concerned with the bigger picture, planning, marketing and strategy.

In reality and practice they are never so defined and separated there is very often an overlap. When discussing management and leadership the two terms are often used interchangeably and are often related and combined as part of one role. A job description could be described as being a Manager of……… being a part of the role, however there could also be responsibility for the strategic vision of a unit or department and the planning and the delivery of the overall plan.

As a newly appointed Manager/Leader there are several areas that you can acknowledge will have been considered as part of making your appointment. Firstly recognise that you have been appointed with the recognition of your skills, knowledge, as well as other attributes such as the personal requirements for the role. You will have also been appointed because of your recognised potential, what you can achieve with time and more experience in the role.

The key to making an impact into a new position is to follow key practices.

10 Leadership and Management tips for newly appointed managers:

1. Recognise that your job is different now be clear as a new manager of the new expectations
associated with your role, expectations of those above you and below you.
2. Learn to step back and consider the options when decisions are crucial, take time to examine
the facts.
3. Use the skill set and experience of people around you.
4. Listen always, choose when to comment.
5. Learn to be discerning about your own experiential learning.
6. Never act on casual verbal information without having investigating the source first.
7. Keep a record of daily actions and the outcomes achieved plan your priorities for the
following day.
8. Maintain a separate daily record for any team issues, any individual performance supervision
discussions, team talks, 1-1’s.
9. Apply a firm but fair, ethos and practice.
10. Monitor review and refine key project developments weekly.

Over the first six months recognise that you are learning a new role and give yourself the time to adjust to the position. Recognise that you are in the first line position for the maintenance and the practice of company policy. This is where the practice of Health and Safety and employee relations are carried out, at the sharp end, at the coal face of the business.

Some companies are not as vigilant about managing change to internal personnel promotions as they would be when managing an externally appointed staff member. This is often false economy and can result in the new appointment not being as effective as quickly as they could have been. Companies will often consider that an existing employee has great experience of the company and therefore does not need an induction into the changed role.

You will create an impact by considering the wider aspects of your position as well as the daily management issues. By looking at the company’s annual plan, the targets and the quality plans for the unit and the department, exploring team records and considering where you can add value. Relationships across the company are integral to effective operations and your relationship and customer relations internally and externally will always be remembered long after you have moved on.

“We forget what people have said, forget what they did; we don’t ever forget how they made us feel.” Maya Angelou

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Hazel Rowell Peverley

Hazel’s coaching expertise is grounded in 20 years of experience and a National, Business and Life coaching client base. She works with solution focused techniques, and by exploring the challenges, sensitivities and tensions we develop and progress to achieve results. It is important for a relationship to know and trust that there is change and shift in progress. Shared session summaries, record progress and demonstrate evidence based track record, valued by both the individual and commercial business contracts. Her qualifications include specific counselling and coaching qualifications, and professional recognition from HR & coaching bodies. She quotes her client’s success as her real achievements.

http://www.fullcirclehrconsultancy.co.uk/