How to be a Good People Manager When starting a management role for a company, it is important to develop relations with your new team early on. One way to do this is to share your career goals and job expectations when you first join. Understanding how to present yourself at work can help you develop positive relationships with your employees and ease the transition process.
As a manager, it’s important to introduce yourself to your team because it helps you show your interest for your new position. This can also help comfort the transition process and make the change a success. Also, managers can use a personal introduction to help build positive relationships with team members that can increase productivity.
In this article, we explain wherefore it’s important to present yourself to a new team, provide steps to take when promoting, and provide some helpful examples.
A good manager is not someone who can do their job better than their people; He is the one who can get his men to do the job better than him.
Most employees will do anything for a chance to become a manager. But why? What makes them earn this label?
If you can’t manage people, you can’t work.
Life as a manager is tough, and what works for one team or one individual rarely works for everyone.
The key to good management is understanding people.
How to be a Good People Manager You need to know what drives them, motivates them, and when and how they are most productive.
It is usually easier said than done.
Also, you cannot neglect your motivations and development, as career progression does not stop once you reach that coveted management position.
The best boss I’ve ever had.” It’s a phrase most of us have said or heard at some point, but what does it mean? What separates the great boss from the average boss? The literature is full of provocative writing about the qualities of managers and leaders and whether the two are different. Still, little has been said about what goes on in the thousands of daily interactions and decisions that allow managers to get the most out of their employees and earn. Devotion.
In my research, which began with a survey of 80,000 executives conducted by the Gallup Organization and continued with an in-depth investigation of various top executives over the past two years. How to be a Good People Manager I discovered that while there are as many management styles as there are. Managers have a quality that sets truly great managers apart from the rest: They find out what is unique about each person and then capitalize on it. Average managers play checkers. Great managers play chess.
Know your team, and we know them.
Who do you live with, what is your family origin, and what is your dog’s name?
Ask questions, listen to the answers and remember the particulars.
Invention out about their life outside of work, what’s important to them, and then do your best.
Talk to your team every day, just ‘Good morning, how are you today?’
Always stay in touch, and be accessible and reachable.
Be part of the team, don’t put yourself above them or ask them to do things you wouldn’t do.
Spend time with them, and make it clear that you value their ideas and experiences at work and their work and contributions.
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Don’t take yourself or the position too seriously. No one enjoys working for a manager who is worried and unable to relax.
A smile goes a long way.
Tension and stress are contagious: if you are worried and nervous, worrying about next month’s numbers and spreading panic, it will reflect on your team.
Trying to look perfect means that you expect excellence from your team, and no one can afford it.
Be honest and lead by example.
Never blame the hierarchy for trying to appear infallible; Whether they are brave enough to say it or not, your team will know if something is your responsibility.
Don’t lose their respect by shirking responsibility; show them how to own mistakes, learn from them, and move on.
Take your time and make wellness a priority.
It is as much to your benefit as it is to your team’s – you don’t want to contribute to the idea that to be successful and reach higher management levels in your organization, you have to work 24 hours a day and be “on” all the time. Time. Weather.
If your team sees that you’re on vacation and prioritizes downtime so you can bring your best self to work, they’re not interested in putting their well-being first when they need it.
Bend the rules and mix things up.
It’s good to break the routine from time to time.
It’s helpful to interrupt predictable behaviour patterns to avoid getting stuck in a rut.
Is it 26 degrees outside, and is it sunny? Take that meeting to the local park.
Or better reschedule for tomorrow and finish early.
Did someone use vacation money, but an important family event came up? Let them borrow money from the next quarter.
An effective team is a balanced team.
Good managers ensure that the right people are in the right jobs and that the team is multidimensional.
You want a complementary set of roles and skills, different personality types, and a good breakdown of different ages and genders.
You want your team to challenge each other, add value, and express different points of view and perspectives.
A balanced team is useless if their ideas and perspectives are not heard.
Actively listen to what they have to say.
Give people your full attention, listen to them, and show that you have their opinion when necessary.
Find out what motivates your team, their business goals and objectives, then consider how you can help them do their best work and achieve those goals.
Psychologists have argued that innate ability is a myth and that, with a few rare and particular exceptions, most people can be trained to do anything.
You can, of course, hire people who are very good at what they do and expect some basic level of knowledge and experience for practical reasons.
But in terms of talent, it is usually determined by the environment.
A star in one company can stop at another.
Instead of hiring someone already straight, you should aim to bring out the best in people and help them grow.
It will also motivate your team to work hard if they perceive opportunities to advance, rather than seeing higher-level positions filled by external candidates.
Mix up teams and have them tackle different roles and areas when people are on vacation or sick.
It helps a broad awareness and knowledge of what is happening in all areas of the team:
Manager roles fall into three basic categories: reporting, interpersonal, and decision-making roles. These roles are summarized in (Figure).
What are the five good qualities of a manager?
Five of the critical characteristics of a manager include the following.
Robert Katz identifies three types of skills necessary for a successful management process:
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