Caution caution … new management on the loose
By NANCY PROFFITT, President of Proffitt Management Solutions and Proffitt Management Leadership Institute
Many managers, regardless of their years of experience, tend to make the one big blunder that takes a long time to correct, if ever, when tasked with leading a new project, new department, or different workgroup. The mistake is making changes immediately regardless of the functionality of the group, because we think as managers we have to make a change to show we are qualified to be a manager and that we “can make things happen.”
Nothing could be further from the truth. Successful managers have the leadership proficiency to assess situations and understand the value of change for the right reasons. They take in to consideration the feelings and needs of the people as well as the needs of the business. Managers who are not really leaders tend to march in and start making changes in processes or personnel quickly so they can establish their role as boss. They will be the manager who controls by authority, not manages from a position of earned respect. That style works for the short term, but fades long term. What they fail to understand is that employees need leadership and guidance, not a boss.
New managers either rush in and start making decisions based on their authority to do so or they sit back too long before doing anything for fear of making a mistake. The same holds true for non-performing (but experienced) managers who have been moved from place to place in hopes they will perform better somewhere else, when in fact the company is just moving a ‘problem” instead of addressing the real issue.
What should a manager do when promoted or assigned a new group of people?
Research has shown that top leaders have the ability and patience to observe, ask and listen. No time is more critical for exercising these three critical skills then when taking over a new project with new people. The average time depending on circumstances is 90 days. Again, if he ship is sinking then the timetable changes.
People work best for a manager who has the ability to help them do their job better. How do you know what your people are capable of until you observe them individually and in a team setting? Observe without looking for the negative and you may be surprised at how little needs to be changed. All is not clear through observation alone. Have a clear set of questions to ask people that will allow them to express their ideas and concerns without being intimidating. Remember for some, your position is intimidating enough. You are looking for those who can think for themselves and make decisions, not those who agree with you on everything. Too many robots make for too much work for the manager. Good managers encourage their people to disagree and think out of the box in an effort to make the workplace as practical as possible while establishing a place where people like to work and our customers are thrilled.
The art of listening then becomes as important as observation and asking questions. Active listening is an art that takes enormous patience and practice. Surprisingly few people ever master this skill even though they may be in a leadership position for a long time. Only the most successful leaders and managers understand the need to master the art of active listening as an essential part of their management toolbox. When you listen you learn, when you learn you then make decisions that make a positive difference and effect positive change for valid reasons; not change for you own self-esteem reasons.
Nancy Proffitt, MBA, Certified Business Coach is the president of Proffitt Management Solutions and Proffitt Management Leadership Institute, an internationally recognized Leadership coaching firm dedicated to unleashing the full potential of individuals and organizations. She may be reached at 561-682-6060 or email:
Nancy@proffittmanagement.com . Visit her website at www.proffittmanagement.com
