![]() For example, delegating to members of the team shows that you trust them to get the job done and value their input-and that has a positive impact on morale. And this, in turn, will build trust.įocusing on building trust will cultivate a strong relationship with the team. So by offering timely feedback, you’re giving employees the chance to improve their performance and grow professionally. Individual contributors can’t apply advice if the project has passed, and you might cause additional roadblocks if you don’t address the situation right away. So if there’s a team member that needs feedback, make sure it’s timely don’t just wait for the annual review. You can also then start working on being a multiplier for your team.įirst-Time Manager Advice: Giving Feedback to Team Members and Building TrustĪccording to a survey conducted by PwC, nearly 60% of respondents said they would like feedback on a daily or weekly basis. With those in place, you can start catching little issues before they become major problems. But the sooner you start having regular one-on-one meetings with your team members, the sooner you'll have a strong foundation of rapport and a stream of feedback coming your way. It takes a while to develop a solid foundation with your team members. One-on-one meetings are the most powerful tool you have as a manager. Before you became a first-time leader someone else was doing that for you.Īs a first-time manager, one of the first things you need to do as you get started is set up one-on-one meetings with your team members. The team needs you to create and sustain an environment where they can do their best work. The most significant change as you transition into manager is that you are becoming an enabler, not a doer. ![]() Getting Started with Your Team as a First-Time Manager It is also important to be aware of not just the facts but also the feelings that are being expressed during the conversation. So rather than waiting for one big performance discussion at the end of the year, get into the habit of having more regular coaching conversations with your direct reports.ĭeveloping the required level of competence and confidence to have good conversations requires practice in asking good questions and listening. And when coaching opportunities are missed, individual and team performance can suffer. When you struggle with having difficult performance discussions with your direct reports, you miss out on what could have been valuable coaching opportunities. When this thinking is applied to your team, you recognize and accept that they can grow and learn as well.Īdditionally, the number one growth area for frontline leaders according to the Frontline Leader Project is having difficult conversations. When you adopt a growth mindset, you are creating a fertile environment enabling you to develop the necessary leadership skills to succeed in your new role. Every company culture is different, so what worked at one company and one team may not work at your new job. If you don't adopt a growth mindset, you won't be able to learn and develop the skills necessary to be a good leader. Even if you've been a manager before, recognize that being at a new company, you'll have a lot to learn as well. Adopting a growth mindset is the most important mental shift a new manager needs to make.Īs a new manager, you’ll have a lot to learn to be able to best support your team. Some of them are skills-based, others are more of a mindset shift. There are many steps a first-time leader can take to navigate the challenges of the job. How First-Time Managers Can Navigate Challenges So this means that leaders have a long time to fail before they get any training and this may set a negative path for themselves and their teams that is hard to reverse. This is four years after the average age when people first become leaders. In fact, for many first-time leaders, it is sink or swim for the first four years.Īccording to DDI’s Frontline Leader Project, people are 40 years old, on average, when they first go through leadership training. They think “I” instead of “we.” This mindset causes new managers to ignore the emotions of their team members and often results in the manager not delegating and empowering others.Īn additional challenge for many first-time leaders is that they aren’t given adequate leadership development. And unfortunately, this misperception is reinforced as many companies promote individual contributors based on their stellar performance in the role.Īnother common mistake made by first-time leaders is micromanaging individuals. ![]() While knowledge of the role is important, management itself requires a completely different skill set. One of the most common mistakes first-time managers face is to assume, for example, that the skills that made me a good salesperson will make me a good sales manager. ![]() The Most Common Mistakes First-Time Managers Make ![]()
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