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FIRST TIME MANAGER CHALLENGES HOW TO

FIRST TIME MANAGER CHALLENGES HOW TO

This is the third article in a series on how to lead as a first time manger.We’ve all been there. With a bit of practice this will become second nature to you – and you will see a very different kind of team performance as a result. Now you may be thinking that is all well and good on paper but that must be really hard to achieve – how on earth does one do that as an experienced manager let alone a rookie?Īctually there is a very cool process for that.

Everyone is just asking “what’s in it for me?”.

People express a considerable passion and motivation for the work.

There is a sense of trust and mutual responsibility for the work.

People give the extra effort needed for the group to succeed.

Things are in disarray deadlines are missed, rework as required, there is a duplication of effort.

There is a sense of organisation coordination and synchronisation.

The work of each individual/group fits well with the work of other individuals/groups.

Everyone is clear about each other’s roles and responsibilities.

There is an inertia people seem to be running in circles.

People feel as if they are being pulled in different directions.

There is a lack of agreement on priorities.

People agree on what collective success looks like.

Members of the collective easily articulate how what they are trying to achieve together is worthwhile.There is a vision, a desired future, or a set of goals that everyone buys into.() That means establishing agreement on what we are trying to achieve as a team (Direction) Coordinating and integrating the different aspects of the job so that it all fits together and serves the agreed direction (Alignment) Establishing a collective desire and responsibility for succeeding with the task (Commitment). DAC stands for Direction, Alignment and Commitment. One way to think about that is to use the DAC framework also developed by the Center for Creative Leadership. So we need to focus on making whatever we are trying to do meaningful to them.

But none of these ‘instruments’ produces particularly happy team members. The only way to get people to do something they consider meaningless is by forcing, threatening or bribing them. So what does it take to influence other people?įirst, our new FTM needs to understand that people do whatever they do because it is meaningful to them. And the degree to which we are successful in our influencing will reflect back on how well we end up doing as a team and ultimately that will reflect back on our image as managers and leaders. Understanding and accepting that we cannot control other people, we can only try to influence them. So more than anything, it is a mindset shift. “If you knew how many times I have told them to do that”īut as they eventually work out, telling isn’t leading.

They need to learn to switch from control to influence And that is a very different approach. That is exactly what has drawn attention to them in the first place and is the reason they have now been promoted to their first management position.īut the way they ‘control’ themselves is not going to work on others. They set goals and manage their time and effort in such a way as to reach them. The First Time Manager has been used to achieve results through a high degree of control over themselves. I have chosen to focus on the top one because you could argue that the rest of the issues are all sub issues that arise from the same overall challenge:Īdjusting to People Management/Displaying Authority Research conducted by the Center for Creative Leadership has identified a number of challenges that first time mangers (FTM) have in common.