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Newsletter 199
July 19, 2011 |
In this issue... |
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Seven Surprises for New Managers
Despite the best preparation, the reality of becoming a manager can be full of surprises. So, how do you make sure that you - or your new managers - don't come unstuck?
This week's newsletter article highlights seven surprises that you need to be aware of when you start in a management role.
We also look at Team Management Skills, with an article that guides you through the core skills needed to manage a team; and we discuss how you can lead your team effectively, with our latest video.
Enjoy this newsletter!
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James Manktelow and Rachel Thompson
MindTools.com - Essential skills for an excellent career! |
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| Featured Resources at Mind Tools |
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Team Management Skills
The Core Skills Needed to Manage Your Team
What do managers and supervisors actually do? In this article, learn about the skills that great managers need for success.
All Readers' Skill-Builder
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| ... And from the Mind Tools Club |
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Mind Tools iPhone App
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Download our free app, and access more than 100 of our tools - in a format that's ideal for busy people.
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Editors' Choice Article
Seven Surprises for New Managers
Common Management Misconceptions
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Many new managers know that they'll have to master a new set of skills, if they want to be successful. However, despite being prepared for the challenges ahead, they can come unstuck in unexpected ways.
Michael Porter, Jay Lorsch, and Nitin Nohria explored common misconceptions about management in a 2004 Harvard Business Review article titled, "The Seven Things That Surprise New CEOs." Although they based their article on work with new CEOs, we can apply their findings to other management roles as well.
In this article, we'll take a closer look at each of the seven surprises, and we'll help you to be more prepared for them, whether you're managing an organization or a small team. |
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Learn how to deal with these common surprises.
© iStockphoto/sgame
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Surprise One: You Can't Run Everything, in Detail
As a new manager, you first need to realize that you can't be directly involved in every detail of every project that your team is working on. Otherwise, work will bottleneck around you, you'll become exceptionally stressed, and your team's effectiveness will plummet.
So your perspective has to shift from getting things done yourself to getting things done through other people. (This sounds obvious - but many new managers struggle with this!)
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The full text of this article is available to Mind Tools Club members. If you're a member, please click here. If you aren't a member, you can find out how to join Mind Tools from the following link: http://www.mindtools.com/rs/CXC |
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A Final Note
If you're a new manager, please do take these seven surprises seriously. (Personally, I remember getting some of this wrong in my first management job. It's much better to learn these things from an article than it is to learn them through experience!)
Alternatively, if you're an experienced manager mentoring new managers, watch out for these mistakes, and be ready to coach your people through them.
Next time, we're looking at how you can be exceptionally effective in all areas of your work.
See you then!
James Manktelow
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Essential Skills for an Excellent Career!
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