新任经理人的指引.doc

HowtoLearntoManagePeopleManagementisnothingmorethanmotivatingotherpeople. LeeIacocca Congratulations!Youfinallygotthatpromotionyouvebeenwantingandnow,youreamanagerperhapsforthefirsttimeinyourcareer.So,nowwhat?Ifthisisyourfirstforayintomanagement,youmightbeabitnervous.Thatfeelingisunderstandable,commonand,infact,quitewarranted.Thisisgoingtobevery,verydifferentfromwhatyouvedonebefore.Managementhasanentirelydifferentsetofgoals,rulesandadifferentskillsetisrequired.Veryoften,peoplethatarenewtomanagementdonotcompletelyunderstandwhatitmeanstobeamanagerhowtheirlifewillchange(yes,yourlifewilldefinitelychange).Thisisespeciallytrueifyouvemovedfromanhourlywagetoasalarymoreaboutthatlater. Thisarticlewillpresentyouwithasetofguidelinesyoucanusetohelpmakesomesenseoutofwhatisoftenaconfusingtransition.Thisisnotmeanttobeacompletesetofday-to-dayinstructions;thatconceptisprettymuchgoneforevernowthatyoureamanager.Itis,however,areasonableoutlinethatwillhelpyouthroughtheprocessofgoalsettingandmanagingstaff.Sotakeadeepbreathandletsgetstarted!StepsUnderstandwhatmanagementis:Whatsignificantlysetsmanagersapartisthemigrationawayfromaconceptknownasindividualcontribution.Managersarenot,primarily,individualcontributors.Thatmeansthatyouaregoingtoberesponsiblefortheworkofothers;yoursuccessdependsonhowwellyourteamperforms.Youarenowresponsibleforfar,farmoreworkthanyoucouldeverpossiblyproducebyyourself(seewarnings).Youcantfixalltheproblemsdonteventrythatsnotyourjobanymore. Prepareforthetransition:Thiswillbecomeconfusingandfrustrating.perhapsnotimmediately,butmanagersareoftenpulledinmultipledirections.Youmayhaveadifferentdresscodetofollow.Youwillhavenewrulestoobey(particularlyintheareaofHumanResources). Findamentor:Notyourimmediatemanager,butfindanothermanagerwithlotsofexperienceandaskthatpersontohelpyoutransition.Thisisaveryimportantandoftenoverlookedtool.Itwillalsogainyouconsiderableesteemintheeyesoftheupperlevelmanagementteam.Itshowsmaturity. Joinanetworkinggroup:Therearelotsofthese(Toastmastersforexample).Askothermanagersandexecutivesaboutlocalclubs.Takeadvantageofthenetworkingopportunitiesinyourarea. ContactHR:GototheHumanResourcesdepartmentandaskifthereareanyHRbooksortrainingcoursesyoucanusetohelpyou.Readabitaboutbeingamanager.Thereisamountainofliteratureonthesubject.Readsomeofthemorewell-knownbooks(TheOneMinuteManagerandTheSevenHabitsofHighlyEffectivePeoplearemanagementstaples). Helpyourstaffcope:Itspossiblethepeopleyouwillmanageusedtobeyourpeersandthatwillbethecauseofenvy(possiblyresentment)andfriction.Youcantpreventitbutifyoukeepthelinesofcommunicationopenitwillreducetheissues.However,youmustrememberthatyouarenowmanagementandwhileyoudontwanttoflauntit,youcantletyourformerpeerstakeadvantageofyourpreviousrelationship.Eveniftheywerentyourpeers,gettinganewmanagerisalwaysdisconcerting.Addressthestaffandletthemknowyourplans.Establishthemanager/staffrelationshipearly.Evenifitseemsabitawkwardatfirstdonotbebashfulaboutit.justfollowthesteps,beyourself,anddontforgetwhereyoustarted. Dontneglectfamily:Yourhusband-wife-playmate-whateverandchildren,ifany,andfriendsstillneedyourattentionjustliketheydidbefore.Youwillhavealotmoreonyourmindnow-managementisahardtransition.Keepyourprioritiesincheck.Ifyouhearpeoplementioningthatyouredistant-takenote.Youdontwanttoletyourcareerruinyourfamilyrelationships(youwouldntbethefirst). Dontneglectyourhealth:OK,youvediscoveredthatthisisactuallyfun.Theworkisexciting,youreworkinglongerhours,maybeworkingmoreathome,stayingupalittlelater,gettingupalittleearlier,doingagreatjobhandlingthefamilyandkids.areyousleepingenough?Areyousure? Identifyyourgoals:What,specifically,areyourmeasuredgoals?Doyouhavehourly,dailyorweeklytargetsyourteammustmeet;whataboutyournewgoalssuchasreviewingproductivity?Writedowneverythingandpostitprominently(seetips).Thiswillbeyourchecklist.Awordofcautionhere,thislistwillchangeovertime;itisalivingdocument.Somethingsmaystaythesame(servicelevels,forexample)butotherthingsmaychangedependingonthestrategieshandeddowntoyoufromtheExecutiveManagementsuites.Reviewyourlistfrequently,withacriticaleye,andreviseitwhennecessary. Knowyourteam:Youneedtoknowindividualstrengthsandweaknessesforeachteammember.Johnworksextremelyfastbutoccasionallymissessomeofthedetails.Janeisincrediblythoroughbuthasissueswiththevolumeofworkprocessed.BillhasspectacularcustomerrelationshipsbutcanneversaynototheclientswhereasMaryhasexcellenttechnicalskillsbutfallsshortinpeopleskills.Youreallyneedtoknowallthisvery,verywell.Youwillusethisknowledgetobalancetheproductivityofyourteam. Matchtaskswithstaff:Usetheinformationyougleanedfromtheabovestepstomatchpeoplewithwork.Thisistermedskill-basedworkassignment.Youwanttoplayintoeachpersonsstrengthsandminimizeworkassignmentsthatwouldtargethisorherweaknesses.Ifyouhavetheopportunity,putpeopletogetherthathavecomplimentaryskillsets.YoumightputJohnandJaneonaprojecttogether,orhaveMaryandBillconsulttogetheronapresentation. Meetwithyourteammembers:Regularone-on-onemeetingsarecriticaltogoodmanagement.Thesemeetingshaveseveralpurposes. Givefeedbackonjobperformance:Discussthepreviousweeksobjectivesincludingwhatwentwell,whatareasmightimprovefornexttimeandhowthatimprovementmightbeobtained.Thiswillleadinto Outlinethegoalsforthenextmeeting:Thesearetypicallyreferredtoasactionitemsandwillformthebasisforthenextweeklyproductionreview. Learnaboutstaffissues:Youregoingtobeabitoutoftouchnowandyouabsolutelymustrealizethat.Theonlywaytokeeptrackofissuesthataffecttheperformanceofyourteam(andthereforeyourjob)istolistentoyouremployees! Askforideas:Yourstaffwantstofeelengaged.Withoutexception,thenumberonemotivatingfactorbehindpeopleleavingajobispoormanagementthatveryoftenstemsfromfeelingignored.Youwillbegradednotonlyonyourteamsperformance,butalsoonyourturnoverrate. Motivation:InPeterScholteslectures,hepointsoutthatpeoplemotivatethemselves.Thebestmanagersfindwaystogettheirpeopletobecomemotivatedtodotheirjobswellandwithpride.Usethesesessionstofindoutwhatmotivatesyouremployeesandusethatfeedbacktoimprovetheircontribution. Bevisible:Youmustnotisolateyourselffromtheteam.Sometimestheinitialworkloadwillseemoverwhelmingandyoumighthaveatendencytosequesteryourselfawayfromthestafftokeepupespeciallywiththenewpaperworkloadyoullhave.Youabsolutelymustnotgivetheappearanceofbeinganivorytowerinhabitant.Ifyourteammembersdontseetheirleader,theylldevelopanattitudeofanarchy.Thingswillgoverybadlyforyou.Evenifyouremanagingremotestaff,youneedtomakesuretheyfeelyourpresence.Ifyoumanagemultipleshifts,makesureyouvisitallshiftsregularly. Documentteamactivities:Yourpersonalperformancereviewwillfocuslargelyonyourteamsperformancesomakesureyoukeepawrittenrecordofissuesandaccomplishments.Thiswillbeespeciallyimportantiftherearesignificantissuesthatarise.Problemsareexpected;howyouandyourteamhandlethoseproblemsmustbeafocusofyourefforts. Rewardperformance:Thisdoesntmeanmoneyalthoughmoneyisnice,itsnotaprimarymotivatorforon-the-jobperformance.Recognitionismuchmoreeffective.Ifyouhavetheauthority,perhapsgrantperformanceleave(anextradayofffordoingsomethingexceptional).Maketherewardsregularandmakethemattainablebutdifficult.Whenyougiveareward,makeitwellknown(rewardpublicly,admonishprivately). Learncoaching:Therewillinevitablybetimeswhenyouneedtocorrectbehavior.Learntodothisproperly.Ifyoudoitcorrectly,youwillgettheresultsyouwant.Ifyoudoitpoorly,thingscangohorriblywrong.SeeHowtoGiveaFeedbackSandwichforideas.TipsPostyourgoals:Whenyoupostyourgoals,andyourteamgoals,makesureitsveryvisible.Yourteamneedstoseetheseallthetime.Increaseservicelevelby5%overthenext6monthsshouldntbeasecret.Distributeupdatedgoalsassoonastheyreavailable. Complimentyourstaff:Littlethingsgoalongway.Tellingsomeonetheyredoingagoodjobreally,reallydoesmakeahugedifference!Dontdoitsooftenitbecomesmeaningless,butdoletyourstaffknowtheyreappreciated. Communicate,communicate,communicate!Yourstaffwillfeelmuchmoreengagedifyouletthemknowwhatshappening.Everybodywantstoseethebigpicturesometimes. Befair,butfirm:Therewillcomeatimewhenyouneedtoconsiderdisciplinaryactionuptoandincludingdismissal.Thiscanbeincrediblydifficultevenforexperiencedmanagers.Howtodisciplineemployeesisatopicinitselfandbeyondthescopeofthisarticle,buttherearemanygoodreferences.Theshortanswerisbeconsistentanddocumenteverything. UsetheHumanResourcesDepartment:IfyouhaveanHRdepartment,theyarenowyournewestandbestestfriend.Theyarearesourcetobeembraced.Theycanhelpyouwithrewards,helpyouwithdiscipline,helpyoustayoutoflegaltroubleandtheyreallylikemanagersthatrecognizethat.Truly,theyareonyourside. BecomefamiliarwithEAP:EAP=EmployeeAssistanceProgram.Mostlargecompanieshaveoneanditcanbeincrediblyuseful.Ifoneofyourstaffhasapersonalissue,referthemtoEAP(donottrytoplaystaffpsychiatrist).Ifyoustarthavingpersonalissues(seeWarnings)EAPisavailabletoyou,also. LeadbyExample:Aleadershouldfocusonleadingbyexampleinallaspectsoftheirwork.Bearolemodelforyourcolleaguesbyexudingapositivepresence.Showcompassion,understanding,andrespect,whilefocusingyourtaskstobeinclusiveofteamworkanddedication.Itisimportantthatmanagersandsupervisorsexhibitthebestpossiblevaluesinsideoftheworkplace.Ifyouhaveapublicly-visiblepositionthatputsyourpersonallifeinthespotlight,understandthatyourentirelifereflectsuponthisexampleyouresetting. HireaCoach:Inadditiontoamentor-hireacoach(ifyouhavetheopportunityandmeans).Amentorcanbeagreathelpbutmaynotalwayshavethetimetodevote.Acoachisatrainedprofessionalwithnoagendatopursuebutyoursandwillhelpyoudevelopyourownauthenticmanagementstyle. RememberHighLevelGoals:Beconsistent.Communicateclearlyandmakegoalsunambiguous.Listen.Providefrequentfeedback,especiallywhenpositive.Removeobstaclestoyourteamssuccess.WarningsDonottrytodoyourstaffsjob:Thereisanoldsaying:Ifyouwantsomethingdoneright,doityourself.Forgetthat.Wipeitfromyourmind.Youneverheardit,itdoesntmeananything,anditsacounterproductiveconcept.Ifyouwantsomethingdoneright,assignittotherightpeopleandmotivateyouremployees.Ifyoutrytobetoohands-on,youllfallshortofyourmanagementrequirements.Yourjobistomanage.Thisiswhenitscompletelyappropriatetolivevicariouslythroughothers. Maintainemployeeconfidentiality(whenpossible):Therearesometimesthisisnotpossible(certainHRissueslikepotentialviolenceintheworkplace)butifsomeonecomestoyouwithaproblembevery,verycautiouswiththeirsecrets.Itonlytakesoncetodestroyyourreputationasaconfidantandlegalissuescanarise.Ifsomeonetellsyouthisisinconfidencemakesurethatpersonknowsthatyou,asamanager,arenotpermittedtokeepcertainthingsconfidential. Maintaincorporateconfidentiality:Youwilllearnsecrets.Thereisoftenatendencytotellsecretsbecause