Here are some extra tips and quotes we’ve complied to help you begin your new job successfully.

“Remember the seven secrets of being a number one boss:

  1. Develop professional expertise.
  2. Sharpen your communication skills.
  3. Cultivate enthusiasm.
  4. Keep an open mind.
  5. Pay attention to accomplishment.
  6. Be accessible.
  7. Respect your staff – treat your staff as you treat your clients.”

Cheryl Reimold, Being a Boss, Dell, NY, 1984, p.120.

Viewpoint

“The top-performing managers are cheerleaders, not cops; enthusiasts, not referees; nurturers, not naysayers.”

Tom Peters, to a Stanford University audience.

Don’t forget

Three useful pieces of advice:

  1. Don’t expect anyone to behave, think, or respond as you would.
  2. Always expect the unexpected and plan for people to be unpredictable.
  3. Always have Plan B available for when Plan A bites the dust.

And Remember

Drucker’s Six Deadly Sins

Management’s elder statesman, Peter Drucker, identified six frailties which he advised those who take on new managerial and leadership roles in any organisation to guard against:

  1. Having lofty objectives that can’t possibly be met.
  2. Trying to do several things at once. Splintering of efforts guarantees non-results.
  3. Believing that ‘fat is beautiful’. For example, overstaffing makes non-performance somewhere in the organisation a certainty.
  4. Failing to experiment.
  5. Making sure you cannot learn from experience.
  6. Refusing to abandon. Everything outlives its usefulness and the belief that it won’t will ensure that it will.

Committing two or more of these sins, said Drucker, will guarantee that a manager will perform poorly – so keep them in mind when you take on that new management position.

Peter Drucker in The Deadly Sins of Administration.

Create an early success

The importance of having an early success in your new position cannot be overstated. So, work towards creating something your team can feel proud of, and that will come to the attention of the wider public inside and outside your organisation within the first couple of months.

You can leave this early success to chance – or you can nudge it along a little with a measure of cunning and calculation. Richard Koch in ‘The Successful Boss’s First 100 Days’, provides this advice:

  • Decide on an area (or areas) to go for. “Give this a great deal of reflection. Your objective should be to pick the area which will clearly qualify as a ‘success’, with the minimum amount of team effort and the minimum risk of failure.”
  • It must be something the team would feel is an achievement, something never previously attained, and which would make the team feel good.
  • It must be a worthwhile task in itself, which would be of real benefit to people outside your unit.
  • It must be something that could come to the attention of people who are important to your unit, both inside and outside the organisation.
  • Go for a modest objective (provided it satisfies the above criteria) if it has a significantly better chance of happening than something more ambitious and risky.

The targeted success could be anything: launch a new product successfully; remedy a costly mistake inherited from your predecessor; hit a new level of monthly sales; improve the quality of service in an important and measurable way; sign up a raft of important new customers

People tend to make judgements based on first impressions and early successes

A manager’s survival guide

Once you’re firmly established in your new position, to continue your success in the hectic world of management, Michael Koehler of Northeastern Illinois University in Chicago, has proposed this ten-step survival guide for you:

  1. Rarely give a command. Progress often results from the rejection of someone’s ‘command’. True leaders engender a sense of common purpose, a will to carry on, both of which make commands unnecessary.
  2. Don’t be doing something all the time. Stop, look and listen.
  3. Don’t expect to have all the answers. Instead, ask the right questions. Give others the chance to show how smart they are.
  4. Establish processes to handle job responsibilities, then trust the process. Margaret Mead once said, ‘Never doubt that a small group of thoughtful, committed citizens can change the world; indeed it’s the only thing that ever does.’
  5. Evaluation should provide light, not heat. It should improve others and the organisation, not your position or status. Remember that evaluation is a form of measurement and that measurement by itself never made anything grow.
  6. Never lose your enthusiasm. Little of significance will be achieved without it.
  7. Don’t worry about authority. The more you want authority, the more you seek security, not progress.
  8. Master your craft, continue to study, and to grow professionally.
  9. Revolutions of the intelligent, not riots of the ignorant, lead to genuine change. Always seek the counsel and involvement of committed staff members.

10. Finally, never try to make yourself look good. Your job is to make everyone else look good.

Management basics

If you intend to be a success in your new management position, whatever the field of endeavour, then here’s some down-to-earth advice from one who made the journey:

  • Learn to rely on yourself because, at the end of the day, you’re the only person you can really trust.
  • Don’t expect anyone to behave, think, or respond as you would.
  • Always expect the unexpected and plan for people to be unpredictable.
  • Always have Plan B available so that when Plan A bites the dust you know-more or less-what to do next.
  • At the end of the day, review your mistakes, learn from them, and let them go. That way you can start each day fresh, with a little more wisdom and a touch more optimism.

 

Here at Global Training Institute we offer a wide variety of qualifications as well as short courses to suit your needs. Wanting to delve deeper into management? Some of our courses include Diploma of Civil Construction ManagementCertificate IV in Project Management PracticeDiploma in Project ManagementCertificate IV in Frontline ManagementDiploma of Management – Business Management and the Advanced Diploma of Management. Some of our short course also include Change Management Skills, Job Search Skills, Personal Productivity Skills and many more!

If you feel that this is something you’d like to know more about, please contact us on freecall 1800 998 500 or email Anne at [email protected]