You have just been appointed as a manager?
Feeling proud of your new responsibilities and new rank, you may not have been fully explained what your new managerial function entails.
You have probably already read some books, followed training courses listed in the company’s catalog for new managers, and studied your effective communication manuals.
But there is a gap between theory and the real-life management of a team composed of real human beings, and not machines.
In fact, one does not become a manager by studying management, even if it can help. One becomes a manager through experience.
And it is normal to make mistakes, that’s how we learn.
The intention of this article is to save you time by highlighting the common mistakes that a beginner manager may encounter!
Before becoming a manager, you may have been an expert in a particular field. You were comfortable, able to answer any possible question, and you were in control.
As a manager now, and faced with all the new tasks that are required of you, you may feel that many things are slipping away from you.
To address this situation, you may try to control your team’s operational tasks as much as possible, leading to a considerable workload for you.
And of course, it doesn’t always work because you can’t control everything.
The secret to getting through this is to learn to delegate and have confidence in your team. And this begins with changing your own perceptions.
However, stopping control does not mean letting everything pass. This brings us to the second common mistake of a new manager.
A manager who doesn’t know how to provide corrective feedback is seen as weak by their team. A manager who constantly provides corrective feedback is considered tyrannical.
Somewhere in between, there’s a fair manager.
There’s a slider to constantly adjust between setting limits and allowing freedom.
You will indeed be evaluated by your superiors on your ability to provide corrective feedback appropriately. And that will come with experience…
In the meantime, to facilitate your relationship with your team, make it a habit to explicitly establish the rules at the beginning of your tenure or a new project. Simply indicate what is not allowed and what is allowed.
It’s a way to assert yourself and reassure your team.
And keep in mind that you can’t please everyone. Providing corrective feedback is never pleasant, for both the manager and the team member being corrected.
By focusing too much on the day-to-day operations and problem-solving that comes with your new role as a manager, you might forget that your team is made up of human beings.
People need to create connections with one another and feel like they belong in your team. Neglecting the aspect of team cohesion will have negative consequences such as demotivation, lack of purpose, unhealthy competition, lack of communication, and more.
As a manager, you are responsible for the cohesion of your team. Here are some elements that can strengthen team cohesion:
- Regular team meetings
- Sharing your vision
- Explaining the rules
- Asking for your team’s expectations and needs
- Celebrating successes or important events with gatherings or outings outside of work
- Hiring a coach to lead a team-building seminar.
As a manager, it’s important to maintain a balance between asserting your authority and remaining approachable to your team. Taking on a haughty attitude and reminding your team of your position constantly will only create resentment and make you seem like a weak leader who needs to constantly assert their authority.
Instead, focus on being humble and approachable. Remember that you are there to lead and support your team, and that they are essential to the success of the organization. Listen to their feedback, take their ideas and concerns seriously, and treat everyone with respect and dignity. This will not only help you build stronger relationships with your team, but also earn their trust and respect as a leader.
The manager is at the center of attention and is exposed to criticism from their team. Criticism comes with the managerial role, and the higher one climbs in the hierarchy, the more they are criticized.
Since it is impossible to please everyone, it can quickly become unbearable for you if you take everything to heart.
It is essential that you distinguish between what is personal and what is not. For instance, you are free to accept or refuse feedback. Furthermore, don’t take it personally (second Toltec agreement).
Managing your emotions is also a key skill as a manager, and an effective way to do so is to be accompanied by a coach.
