Congratulations, you have been promoted to a new manager role within your organization. With that new manager title comes some responsibilities to yourself, your staff and the organization. How you handle your transition into the new manager role will set the stage for how your direct reports, peers and boss evaluate your potential.
These three pitfalls new managers face are common. It may take a little maneuvering to avoid doing them because the company culture or the outgoing manager believes they are doing you a favor, when in reality they are not.
Making Assumptions on Expectations and Goals
It is very important to get clear goals when you first move into the new manager role. What you were told during the interview may not be what is really going on in the organization.
Develop your goals with your manager and get things in writing. Make sure the goals or outcomes have clear measurements and timelines associated with them. Inquire what resources you may need to be successful and engage your new boss in how to best go about it.
Avoid Getting an Initial Debrief on Your New Staff
Every new manager is faced with this well-intentioned helpfulness that frankly sets you up for more work and sometimes – poor decision-making.
It is not imperative that you know the history of every direct report with the previous manager because they had their own opinions and filters on performance and engagement.
Just think, how many times you have in the past had a manager you did not gel with and when someone came along and believed in you that things changed and you flourished. Give your new direct reports an opportunity to show you what they can do and not having them start in the hole.
You are being brought in to make a change or to bring a new perspective to a department. Demonstrate managerial courage and strength by making your first assessment independently.
Build Peer Relationships Early
As a new manager, you will be stretched in many directions. Some new managers forget to build peer relationships and alliances early in their new role. These advocates can make or break you. They will serve as a resource to understanding the organization’s culture and norms.
A word of caution about relationship building – avoid fueling any gossip or water cooler information. Listen and ask questions. Be curious about the new organization and use judgment on what you share.
By avoiding these three pitfalls that new managers face, you will set yourself up for a more successful integration. If you want more information on some of these pitfalls consider getting my eBook: The Secrets to Successful Job On-Boarding.