New Manager needs advice

34 Comments

1. AmyDecember 29,2022 at 6:26PM UTC

   If there is a PD budget I would suggest outside training for them. It could be something as small as how to take initiative, timemanagement and so on. LinkedIn courses or local training that they could go to or come to you.

2. Barb HansenDecember 29,2022 at 7:01PM UTC

   Here are a few management concepts that helped me be a better people manager.
   (You can look them up on to learn more, but here are the top level concepts for each)

   1-Skill/Will Matrix
   "The Skill Will Matrix is a tool used by managers and leaders to assess an employee's performance based on two factors: their skill (their competencies) and their will (their motivation)."

   2-Time Span Capacity (or Time Span of Discretion)
   Time span is defined as “the length of time that a person can work, into the future, without direction, using their own discretionary judgment" (for discretion) OR "the length of time that a person can think about their or their team's work load/output" (for capacity)

   These are not the only tools a manager have but I found that understanding my team member's placement on a Skill/Will Matrix and their individual Time Span capacity helped me understand how to manage those individuals. And the whole concept of Time Span Capacity was game changing for me as a manager.

   And as to manager training:

   Ask your HR partner what tools/classes/training your company can provide you.

   There are millions of youtube videos, podcasts, online training options for new managers, which are too many options, so I suggest, just start listening to management training options. If a teacher or a concept doesn't resonate with you, then stop and try the next one.

   Here are a few books that I like:

   Leadership Unbound by Lawrence Corbett and Jerre Stead.
   -- I worked for Jerre Stead while he was the CEO of IHS (now part of S&P Global) and he was a great CEO.

   Monday Morning Leadership series
   -- easy to digest short management tips

   I don't listen to management podcasts so I can't help you with any recommendations there. I tend to listen to podcasts about the business, technology and industries that I work in, so I can stay up on the latest news, current and upcoming trends which I think also makes me a good leader.

3. AnonymousDecember 31,2022 at 7:28AM UTC

   Thanks for this :)

4. AnonymousDecember 31,2022 at 7:26AM UTC

   Wow!! I could have written this post myself, this is EXACTLY what I am going through. Will be watching to see what advice you get. Good luck :)

5. Amy ConwayDecember 31,2022 at 1:26PM UTC

   I would recommend investing in yourself and hiring a leadership or executive coach to help you tackle some of this new manager pain points. Prioritizing how much time you spend on your own task versus managing your team is the biggest struggle for new leaders. It does take some time in the beginning because you might be working through some folks that may not be the right people for your team. Focus all of your energy on building the right team and then the job gets a lot easier. If those current players aren’t it, address the expectations, follow up and follow thru on coaching them to a place they are successful or moving on from them completely. Be consistent and don’t spend more time than needed on any one issue. My fave leadership book is the 5 dysfunctions of a team, the author does a podcast that might help. Again, a lot of leadership is learning how to adjust your style so that you can get the best out of each personality. You won’t learn that from a book or podcast. Hope that helps!

6. AnonymousDecember 31,2022 at 1:44PM UTC

   When I first started as a manager, I would ask people to do things and if they didn't- I would simply do it for them because asking 5 times took me longer than doing it myself. So definitely don't do that. I am still learning how to be a good leader myself. When I started to look at my job as a leader or coach verus a manager, it made it a lot easier.

   So if someone doesn't do something, instead of asking 'why didn't you do x'. I reframe the question as "is there something about X that confused you as to why it isn't done? Is there something I can reexplain or help you on?"

   I found when I reframed a question, it was a softer approach and people were more likely to do it. Feelings can be very difficult and people want to know they are doing a good job, I try really hard to encourage people when they do something good and I make them know that they did a great job. Balancing good and bad conversations makes it easier on them and they will be less likely to shut down and simply not care.

   Hopefully this helps a bit!

7. AnonymousDecember 31,2022 at 1:44PM UTC

   When dealing with an apparent lack of initiative or motivation in supervisees, I have sometimes found a needed breakthrough by simply telling staff that I actually WANT them to show initiative and think for themselves. Many new hires literally don't think that's an expected part of their job, and benefit from being given permission to "fly solo" to a degree. Also, as a manager, you have to be willing to accept and help amend the inevitable errors that will occur under this direction. If your team feels both empowered and supported by a manager who is willing to work with them, you, and the company, will enjoy seeing them rise to their potential. Best of luck as you grow in your new role!

8. Jessica Hill-KnudsonDecember 31,2022 at 1:58PM UTC

   Read the book, The Coaching Habit. https://www.mbs.works/best-books-training-for-coaches-leaders-and-mentors/

   It’s short (244p) and a very easy read. It’s all about how as a manager you don’t need to have all the answers and gives you info on how to guide your team to think for themselves.

9. AyianDecember 31,2022 at 2:10PM UTC

   When managing others, you can be reactive, as you have been so far, and proactive. Not only could you use training to manage others, your team could use training on being independent in their roles. Management always involves managing personalities and feelings, but the lack of initiative warrants a formal meeting/performance review. In that meeting, assign your team members who require direction with that skill training. LinkedIn has a lot of focused videos on a wide range of business topics and offer corporate packages if your company doesn't already use the service.

   You'll need to establish clear expectations and write them out for your team members who aren't initiating on their own. You may also wish to ask them if they are happy in their role, if there is another role that interests them more, where they would like to go with their career, in the company or otherwise, and see if there is anything you can do to empower them to get wherever that is. Motivation is adjacent to passion, so find their passion and speak to it.

   A great manager inspires their team, gives them training and opportunities to succeed, and empowers them to keep going in their career, even if it's somewhere else. The fact that you care enough to seek advice indicates that you could be a great manager!

   Also, don't expect that you can manage a team and still have time to do everything you used to do. Can some of your tasks be delegated? Do you need to hire a replacement for yourself?

10. AnonymousDecember 31,2022 at 3:01PM UTC

    I like your third paragraph. BUT your other suggestions jump the gun on so many fronts…

    It concerns me that you’re suggesting that the poster move straight on to formal meetings/performance reviews - ouch!! 3/4 if the employees have dealt with a changing department: a few months with a boss in the way out and now a newbie manager. It sounds like their training has been minimal at best. The poster needs to look into how she has trained her employees and whether she has given them enough guidance/support. Especially in finance, a lack of quality training can make even a good employee struggle. A very good way to alienate a team is to initiate formal meetings. Also, asking them if they’re happy in their roles is opening up a can of worms for a new manager. Not a good idea given the very short time the poster has been their boss! A better thing to ask them would be what she can do to support them in their roles.

    A good manager observes and listens and then takes action where needed. They approach their employees with a positive, growth-focused mindset (not a ‘how are they messing up’ mindset). They allow their employees to make mistakes and help them to learn from them and grow. They set clear expectations, ensure that their employees have the training and resources to meet these expectations, and then they let them get on with their jobs. Rather than micromanaging (which takes an inordinate amount of time and makes employees angry and needy), a good manager manages tasks inconspicuously, and solves problems in creative ways, such as having employees work together on a task or asking them to produce a task sheet explaining how to do a task (which allows the manager to fix problems without coming across as bossy). Managing takes time, but will result in a more independent and successful team. Investing time into helping your employees to be successful in their roles pays dividends, as you can start to delegate tasks when they are ready. However, in the poster’s case as a new manager and in a new position, they’re going to have to work a bit more for a while, until they can grow their team to where it needs to be.

11. AyianJanuary 1,2023 at 12:23AM UTC

    I disagree that it is jumping the gun to move to a formal meeting after the new manager has repeated themselves several times and feels unheard. I also disagree with the implication that a formal meeting is a bad thing. These are team members the OP used to work on the same level of hierarchy with. That can be a difficult mental shift for some people to make. A formal meeting provides a space for the conversation to be taken with more gravitas, thought, and perhaps even openness. Asking someone if they are happy can be the very thing that illuminates what the sticking point is for the team member. The OP is literally asking how to not have to micromanage. They don't WANT to hand hold.

    You can't make someone want to do things on their own, but you can inspire them to do so by interacting with them as an equal who has the power to make choices in the path their career takes. That is what I am suggesting the OP consider. My leadership style is collaborative and very open to "Yes, and..."

12. RufusDecember 31,2022 at 2:21PM UTC

    I am also a new manager in a hospital behavioral health department. Part of my new manager training provided by my H.R. department was to read The Leadership Challenge -- How To Make Extraordinary Things Happen in Organizations, by James M. Kouzes and Barry Z. Posner. It is an international bestseller and helped me develop and be confident in my leadership style for different situations. Wonderful tool! All the best in your new role!

13. AnonymousDecember 31,2022 at 2:51PM UTC

    Were you able to hire these people? For me, when I wasn’t able to hire the employees then it always more difficult. I am not a micromanager and I want to hire people that take initiative and are go getters (this is a great book to give them too). This is also a skill to learn in finding the right people. In addition, I always look for their strengths and build around that. I communicate a lot and ask them what they want/need. If they feel safe, they will tell you. I will write down all the things that need to get done and then they get to set their goals. If there is an area where they need more help or resources then it was my responsibility to ensure that I added more people or shifted responsibilities to another department thatmight be more appropriate etc. Also, it is really good to read up on the millennial and gen z generations. Find out what motivates them and discovering some similar traits so you can understand them more compared to your generation. Good luck!

14. Wendy Place BurnsDecember 31,2022 at 2:58PM UTC

    First, congratulations on your new role! One thing I brought to my management approach was, what I took away from previous managers I worked for - what worked, and what didn't. You've already caught on that management is not cookie-cutter, and what works to guide one team member may not work for the other. I have a team member that is very highly emotional for example, and another that is over reactive. I direct both to bring a more evidence-driven approach to a situation they're reacting to - it helps to prove in most cases it is not personal and help them see different sides or lenses to a situation.

    I also schedule a weekly recurring 1:1 with each of my team members. This is a 'safe space' where we can work through whatever is needed but I also do not allow the call to be a 'rant'. Again, evidence-based discussions. I also attempt to build their ego and help them be part of a solution - they present an issue or concern for example, and I often ask 'what does your gut tell you? ' or, ' happy to help, what do YOU think is the best solution?' This helps them be a part of the solution and help them realize, just like Dorothy in Wizard of Oz, they had the solution all along :) - helps build confidence too.

    I also host a bi-weekly team call where we can have round table discussions on issues, how team members are solving said issues (learning from their peers), present solutions or create them. What I dont do is allow the call to be a team rant or complaining session. Remember, you're the manager - fair, but firm. Teams, often like kids, crave structure and guidance with a human element to it.

    Best of luck to you. I learned early on that I can't be everyone's 'friend' per se, I can be pleasant and enjoy learning who they are as humans (not just co-workers) but I'm there for results - learn the best way to get those results and it may be 4 different approaches. I have 5 on my team and I manage them each differently as individuals but also have a more singular approach to needs as a team and company policies and directives.

15. Conswaylow WilliamsDecember 31,2022 at 3:22PM UTC

    I would monitor in live time

    .do some 1 on 1

    Get to know them LEARN their goal s and what motivated them. Identify their learning curves

    Is it a SKILLS or will issue

    If all else fails try a PIP PLAN. JUST STAY PATIENT

    .

16. Tabbi KinionDecember 31,2022 at 3:23PM UTC

    Congratulations! For me, I spend a lot of time working on leadership training. A great leader knows themself in order to be able to understand the people they serve.

    On HBO and Netflix you will find Brene Brown - watch those. She is a brilliant speaker who helps you understand yourself. Also, her TED talk at Houston TEDX is great. Also, her books are so great - for you, I’d recommend Dare To Lead.

    Next, check out Simon Sinek on TED and online. His book Start With Why is a great start and changes the way you lead a team.

    Finally, Michael Bungay Stainer wrote The Coaching Habit - an outstanding tool for having productive conversations with staff. He has some good YouTube videos, but that book is one I use all the time.

    Those are 3 of the books I use in our leadership training and are a great start. No one is born knowing the ins and outs of being a good leader, it is a muscle and the more you work on it, the stronger you get. You have totally got this.

17. Conswaylow WilliamsDecember 31,2022 at 3:25PM UTC

    I would monitor in live time

    .do some 1 on 1

    Get to know them LEARN their goal s and what motivated them. Identify their learning curves

    Is it a SKILLS or will issue

    If all else fails try a PIP PLAN. JUST STAY PATIENT

18. Teff AyralDecember 31,2022 at 3:31PM UTC

    Congratulations and it sounds like you’re on the right track because you’re asking for feedback. 1) Learn about situational leadership and teach them about it. 2) hold daily standup meetings every morning, where they can bring their questions and learn and teach each other 3) another option is to have weekly office hours where they can drop in with their questions and problems, instead of coming to you all day and disrupting your time 4) stronger time management, setting aside, specific focus time for you to do your work, uninterrupted, try using the Pomodoro method 5) develop some working agreements together as a group regarding what the purpose of the team is, and how you will work together, what your preferences are, what your strengths and weaknesses are, how you want to handle things when they don’t go well.

19. AnonymousDecember 31,2022 at 4:06PM UTC

    First, congratulations on your promotion! Reading through your post I had a lot of questions and these are things that helped me when I was a new leader with new hires. Is their written training material they can reference? If these aren’t available, I suggest putting them together. Have you given them clear expectations of daily tasks, deadlines, etc.? Are you taking time to sit with them while they work or are you just answering their questions as they come? If you sit with them are you telling them what to do step by step or are you just there as guidance? After you give instructions or guidance, are you checking for comprehension? Are you answering all of their questions instantly or are you pushing back on them to find their own answers in the available resources? Are you able to delegate some of your tasks so you can spend time with your employees without it effecting your workload? Have you gotten to know your employees? Finding out what drives them, how to communicate with them, what are realistic expectations of their performance? Is what they’re capable of meet the expectations of the organization. One of the hardest things for me to learn as a new leader was not everyone was me. They didn’t think the way I did, tackle tasks the same way or in the timeframe that I did. Are they doing things wrong or not the way you would do them? 2+2=4 but so does 1+3. Them getting the right answer is the most important part. You can always help them tweak their process as necessary. Getting new employees from trainees to independent is the hardest part of leadership IMO. Also realize you can only do so much, it is very hard to teach critical thinking and taking initiative. If in the end you’ve done all you can, given them all of the resources and the appropriate time to learn and they still aren’t meeting expectations, then it’s okay to look at managing them out of the organization. Not everyone is the right fit for every position. If you have to do the job for them, then why are they there? As for resources, the Harvard Business Review has a lot of great resources to look into. Is there someone at your company or someone in your network that can be your mentor? When I was a new leader my director spent a lot of time with me to help cultivate me as a leader. I learned so much from her. The two most important lessons my mentor taught me as 1) focus on what you can control and 2) create a safe space for your employees. Being vulnerable helps with that. If they are struggling with something you used to or still do, share that. Share what worked for you. At the end of the day, absorb all of the knowledge you can and use what works best for you, your team and your organization. You need to find “your brand” of leadership. Good luck and I hope all of this advice helps!!

20. Lauren CheungDecember 31,2022 at 4:28PM UTC

    I found the book “27 Challenges Managers Face” by Bruce Tulgan and wish I’d read it much earlier in my career. It has good strategies for identifying the types of issues each situation has and how to tackle them.

    one on one meetings are going to be your best tool. Sit with each person and help them solve their own problems. It does take more time at first. But it sounds like they need help learning how to think critically. Give them nudges as needed. Have them write down their next actions and set dates to complete or check in. Follow up and have more frequent meetings with those who need more guidance. Give good feedback. Be kind, but straightforward. Everyone will benefit from clear direction, but you never need to be cruel about it. Explain the “why” behind any guidance or changes you ask them to make. “It would be better to do it this way because the customer needs to quickly be able to see…”. Or something like that. Think about what made you successful and help them to succeed in those areas.

21. Latrice718December 31,2022 at 5:43PM UTC

    I recommend making weekly check ins with everyone one whole day. After that it should free up some time to allow you to focus on the projects that you need to focus on.

22. AnonymousDecember 31,2022 at 6:26PM UTC

    Have patients and listen to your team. I do my best to check in with each individual person not just on how work is going, but how they're doing mentally. Are they getting burned out? Are they struggling with a project and need assistance? Or is there something going on in their personal lives that's starting to worm its way into their work lives? Maybd there's something you're doing as the manager that isnt working with the team? If you can be personable but professional with your team, then things seem to run more smoothly and they're more open to letting you know if something is working or not.

23. Joshua ThibodeauxDecember 31,2022 at 7:03PM UTC

    Once you become a manager, you give up what you want and need to focus on the needs of your team more than your own. Take care of your team, and their confidence and competence will grow, and you will eventually just be giving tasks and the machine will run itself. But that only come with time.

24. AnonymousDecember 31,2022 at 7:12PM UTC

    What if they are constantly letting you down though. What if they are not doing as directed and doing things their own way but not getting results. I’m trying so hard. They won’t listen. The previous leader was so rubbish and didn’t do the job correctly, she trained them all up so they are all incompetent of doing the whole process however they all have potential to learn and I believe if they listen they will be amazing, but, they won’t listen. Help!! Please haha

25. Paula BrantnerJanuary 2,2023 at 7:30PM UTC

    Why do you think they are not listening? Did they learn bad habits from the prior manager? Are they deliberately sabotaging the work, or is it that they don't care about getting it right? If it's possible to find out from them why it's not working, and involve them in the solution, that will go a long ways towards resolving the dynamic you're experiencing currently.

26. AnonymousJanuary 2,2023 at 10:38PM UTC

    So much. It’s a combination of bad habits and bad practice. Making changes to legal documents in an illegal manner. Not doing the day to day job correctly which is affecting the overall team performance stats. I’ve been so gentle with them. I haven’t actually said any of this to them, yet, I’m just observing at the moment but I also think a lot of time is wasted in the day due to lack of direction from previous leader. They are still there and they still work in panic stress mode 90% of the time. No focus or direction. I can do in 3 hours what one of my team can’t get through in 12 hours. And I’m brand new to the company. Learning their systems etc. this is why I took on this task, I wanted to learn the day job myself. I want to understand why they do things the way they do. They all have potential. Every single one of them are lovely people with a great heart but great at their jobs, unfortunately no, if I was interviewing to for their positions I would maybe only take one of them and that’s purely down to attitude. I want to train and teach them and show them the way but I just feel like I’m not being listened to. Just ordered that 27 managers book and might get myself a coach because I really don’t know where to go from here in getting my message across. It’s not sinking in by having a 121 adult conversation with them.

27. AnonymousDecember 31,2022 at 7:15PM UTC

    Loving this post and the positive responses. Thanks so much everyone

28. Karen KazmierczakDecember 31,2022 at 10:09PM UTC

    Things that I found successful as a manager include: 1) Regular team meetings and 2) Regular individual (one-on-one) meetings. During the team meetings find out what is going well; what is challenging you and how can the team help; what have you learned; Individual meetings should focus on reviewing their workload, ask what is going well and how you can help the employee. In addition, as a manager, you need to make sure that the team has the tools to do their job: hardware, software, knowledge of processes and procedures. Have the team work together and piece together the whole process. Enlist the team to create the documentation for each part of the process. A book that I like is "Trustology - The art and science of leading high-trust teams."

29. Tina Louise ParrottJanuary 1,2023 at 5:11AM UTC

    Hi,

    Communication is most important like Karen mention meeting are a must.

    Make sure you practice active listening and learn what each persons learning styles are.

    It's important you share your concern with them.

    Also you can also deligate one of your other team members who are doing really well to help you with teaching and training the ones who needs more help.

    Make sure your asking if there is anything they are struggling with? Communication , positive feedback and constructive feedback is needed.

    Always let your team know that you appreciate their hard work.

30. Clydene HorriganJanuary 1,2023 at 2:11PM UTC

    When people come to me with a problem, my first question is, “what do you think?” Give them a safe place to share their ideas and use it to guide them. If they give the wrong answer, tell them you want to learn more about why they think that. Then you can work with them to help fine tune their thought process. Maybe they don’t have all the information, so you can provide additional info and ask them how that might change their answer.

    In team meetings, when someone brings up an issue, don’t automatically give the answer. Ask the team to help brainstorm.

    This approach will help them become more independent and build confidence in each other.

31. Kristie WhiteJanuary 1,2023 at 10:02PM UTC

    Based on my years of experience, I have a few golden rules...1) don't make your employees choose between their family and their job - the family always wins even if you force them to work. 2) Talk to your reports about what they want from the job long term-place their job performance in the perspective of how it benefits their future as THEY define their goals. This will help them see how they can leverage strong performance and the knowledge and skills they gain. 3) Ask your reports to come to you with a suggested solution before they bring you a problem. If they don't have a suggested solution, tell them to come back when they have one. This will empower them to use their critical thinking before they come into your office for handholding. 4) create clear expectations for each position that are measurable and ensure each report understands those expectations. Nothing wishy-washy, but measurable. They need to know how performance is measured so there is clarity when/if they do not perform. And last..5) you will never get 100% out of a human every day. Some days, you get 150% and some days you get 25%. We are all this way. Look for their average performance to hit 75% over the long course.

32. AnonymousJanuary 2,2023 at 3:45PM UTC

    Managing is a people job.
    Helping people do their job better by whatever means necessary is your job. It's not a distraction from your job!

    I found that learning about personality disorders and how to manage people with those disorders helped me frame their needs in terms that I could address. Not that they HAVE those personality disorders (some do), but reading up on the traits and needs represented on the extremes helped me recognize the traits and needs of the people I work with. In my field, OCPD is the most common one, followed by avoidant.

33. AnonymousJanuary 5,2023 at 10:09PM UTC

    Are you coming across as micromanaging? Was the prior supervisor a micromanager? That creates an atmosphere of distrust and lack of motivation to do something without approval. Are you having 1 on 1 meetings? If you are, make sure they aren't a "check box" on your list of things to do so you get a raise and listen honestly without judgement or the it's my way or nothing type of meeting. I've been working under these conditions and causes lost motivation.

34. AnonymousJanuary 12,2023 at 6:28PM UTC

    First off, I think a mindshift in how to think about this is needed. I cannot remember the manager book I want to recommend, but if I think of it I will let you know. (It might be Radical Candor.) It talks about this: As a manager, your job is now the people and that includes their feelings, needs, and learning ways to communicate with their personalities. It is not something in the way of your job. It is your job. Your job is now to manage people. That includes all the things that come with it: their needs, training, and a lot more. It means helping them in tough times, working through their feelings if needed, and having clear communication about the job and trying to help them get there. In Radical Candor it talks about the fact that if they feel like you care, they are more likely to listen.

    One thing I have done in the past is one on one and small group training sessions. I have managed interns in the past where it is their first office job ever. You cannot assume they know how to do things and what is correct. I start from zero and if they can move faster or already know some things great, but I do not try to assume they know things. One on one trainings can be good if they are not sure what to ask or embarrassed to ask until there is a mistake. You don't know what you don't know. I like one on one training because I can see what is happening, where mistakes or gaps are and go through them in real time. It takes time, but in the end it saves you from a lot of headaches. I also make straightforward training documents. The kind an elementary school student can follow. I have even had experienced employees appreciate it. I am talking about the kind of document where it says, click next, now scroll down to the big blue button that says start kind of document. This has helped because they will not remember everything after showing them the first time, and I will not have to tell them again and again until they can remember what the next steps are. However, I also tell them during training to have something ready to take notes and it is expected they will write things down to help them for the next time. You need to communicate clear expectations and timelines. However, until they are fully trained or in your case retrained it will take longer.