A new manager may make these three mistakes. The result is often that their team is left to do more and more of the work, top performance statistic goes down, and the manager is not held accountable for failure. What happens in this scenario? In a word – resentment. Resentment can lead to distrust or even sabotage (such as a colleague stealing confidential information) with disastrous consequences for the organisation.
There are three mistakes that a new manager can make:
Team building. In the early days, management generally has to build the team. This means staff are selected, the team is formed, and motivated. The numbers of people in a team will determine the skill mix. This can be done by a manager learning on-the-job or by encouraging managers to hire their own people from outside. However you approach it, it is important to remember that with team building, there will be a learning curve.
Team selection. At the same time as selecting the people, a new manager has to get the right culture and environment. Anything that discourages people from sharing information can result in resentment and disappointment downline. This is called silo behaviour and usually happens within small teams where people are more self-reliant than when working with others in larger groups. A new manager needs to make sure that team members talk to each other, share information and work well together. Silos are often formed in response to bullying or unclear goals.
Achievement of shared goals. A further mistake that a new manager can make is not being able to deliver on their own plan. This can happen for many reasons such as the management structure, or those in senior management not supporting the effort because they don’t understand how important it is to the organisation’s future success. This can lead to frustration and resentment, but it is also important to remember that a new manager must learn how the organisation works. Some people in senior management may not be willing to share their knowledge or be open to suggestions from a new manager who is not always an expert in their field.
The mistakes highlighted above are just three examples of what can happen. The good news is that these problems can be avoided by learning about organisational behaviour and communication strategies, and by setting clear goals with metrics and accountability for completion.
Management today is a tough role so you need to be as prepared as possible. So take some time to think about your own management style and what you intend to do. It would be a good time to hold a meeting where you can discuss these things with those around you. Team them up with your coaching and training consultant who can then help set goals, new plans and provide support if any mistakes are made in the early days of management.
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