What tips do you have for a first-time man­ager?

The Advertiser - Careers - - Front Page -

PRE­PAR­ING to take on your first man­age­ment role, take the time to re­flect on your ex­pe­ri­ences with other man­agers. What did they do that helped you achieve your best and what did they do that de­mo­ti­vated you? Use these ex­pe­ri­ences to mould the way you man­age your own staff. Gen­er­ally, you will get the best re­sults from your staff when they feel they have your sup­port, re­spect and trust. Don’t be afraid to ask for help – man­ag­ing can be tough. Seek ways to de­velop man­age­ment skills, in­clud­ing fur­ther train­ing or coach­ing and men­tor­ing from those more ex­pe­ri­enced than your­self.

Mid-ca­reer KEL­LIE RIGG Gen­eral man­ager HR So­lu­tions Rand­stad

BE­COM­ING a man­ager for the first time is ex­cit­ing and daunt­ing. You’re faced with the chal­lenge of man­ag­ing those who were once your co-work­ers and although you may have fan­tas­tic ex­ist­ing re­la­tion­ships, your role and ex­pec­ta­tions need to change and a shift in fo­cus is re­quired. Take time to get to know the in­di­vid­u­als on your team and their roles, con­tri­bu­tions, mo­ti­va­tions, skills and train­ing needs. Suc­cess­ful man­agers com­mu­ni­cate openly and build trust and re­spect from peo­ple in their team. Be pa­tient – be­com­ing an ef­fec­tive man­ager will take time and ef­fort.

Ex­pe­ri­enced TIM ROCHE Prac­tice leader, Right Man­age­ment Ca­reer Tran­si­tion

IT’S your first time in a lead­er­ship role and you’re won­der­ing what your ap­proach should be? Cre­ate a vi­sion for your team aligned to the or­gan­i­sa­tional vi­sion. Com­mu­ni­cate it clearly and con­cisely. As­sist your team to un­der­stand how their role con­trib­utes to that over­all vi­sion. Set clearly de­fined per­for­mance ex­pec­ta­tions for each role. It is im­por­tant to be au­then­tic and, above all, be con­sis­tent in your ap­proach. Keep in mind you will make mis­takes and con­tinue to learn, re­gard­less of how long you have been a leader, so ac­knowl­edge when things do not go to plan and ad­just your ap­proach ac­cord­ingly.

The Ex­pert MICHELLE BENT­LEY Gen­eral man­ager, Don­ing­ton tran­si­tion and out­place­ment

LESSONS, skills and knowl­edge learnt early in the tran­si­tion to man­age­ment form foun­da­tions that re­main fun­da­men­tal through­out a ca­reer. It is im­por­tant to be a ready learner, keen to re­flect and hon­estly re­view your and oth­ers’ man­age­ment and lead­er­ship prac­tices. Start the way you mean to go on, as oth­ers’ ex­pec­ta­tions may be founded on first im­pres­sions. Be a con­sis­tently pos­i­tive role model and walk the talk. Care­fully ob­serve what is go­ing on around you and lis­ten more than you talk. Be aware of gut feel­ings as they are of­ten a good mea­sure of what’s right.

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