Your Transition From A Solo Expert to An Effective Manager
Now that you have decided on a management career and have probably taken the first few steps towards it or are about to, it is important you know more about your journey from a novice to an effective manager.
At the entry level, the knowledge and skills you may have gathered till now long with the technical expertise may not be of great use or of value. So there’s actually no point in wasting a lot of energy towards proving your smartness to everyone. The one skill you’ll need to develop first of all would be to stop thinking of yourself as an expert on everything and start to create new experts on your team. As an effective manager you need to start to build on team development, group performance and optimum utilization of team talent.
What effective management requires is putting less emphasis on specialized knowledge and more on ability to get work done through others. Quite often new managers fail to understand this very important aspect and create a lot of issues for own team members.
Asia Pacific Institute as a leading Business Management Institute recognizes these issues and guides all new managers to take note of the following five points to make their management highly impactful and effective.
- Redefine your mission– A great manager is one who creates a work environment conducive to outperform competition and leads his/her team to success. Redefine your mission to develop the expertise of your team members and not flaunt your own.
- Build trust within your team– Allow your team members to show initiative and let them experiment and learn. This shall go a long way in cultivate trust building within your team. On the contrary if you continually assert your technical expertise, it works against trust building.
- Coach your team– More than supplying answers to your team or doing it for them, managers who believe in coaching their team at the front line are more successful and effective, always. Such managers support the development of their team members immensely.
- Instead of straight answers, ask simple questions– When you answer questions which your team puts, a straight answer might put across a senior subordinate relationship. But if you instead put across a simple question the answer to which is self explanatory, a team spirit is conveyed. The decision of a final answer must also be made collectively as a final answer by the manager always might lead to dissatisfaction and resentment amongst team members. Also personal initiatives are reduced if managers have the last say. In most cases overall performance also suffers when the entire team has to wait for every decision from the manager.
- Promote Team and Individual Learning– Create a working environment conducive to learning and personal growth. Ensure there are opportunities for technical and subject matter training in forms of webinars, seminars or workshops. Encourage team members to share their knowledge skills to others in the group.
This transition from being an individual contributor to a high performing manager is demanding. There is little advance training offered for these post managerial hiccups, and even less post-promotion coaching. Most managers are left to swim in with the tide with their new duties. A successful manager needs to have the ability to draw out the best in others, and that is how he/she becomes an effective manager.