Succeeding in your new position as a manager Tutorial

Stepping into a managerial role can be daunting, but avoiding five key traps can set you up for success! In 'Succeeding in Your New Position as a Manager,' discover essential strategies like effective onboarding, building visibility, confronting resistance, staying curious, and taking time for decisions. Unlock your path to impactful leadership with insights that every new manager should embrace. Don't miss this chance to elevate your management skills!

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The first impression you give is the one that will

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make a lasting impression and guide the weeks to come.

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A successful entry into your managerial position will

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lay the cornerstone of your managerial success.

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There are 5 traps to avoid

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parachuting,

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the invisible man,

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navidity,

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certainties,

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and rushing.

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I will describe these 5 traps for you.

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Avoiding parachuting in a position consists

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in maximizing the tiling and anticipating your arrival.

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Tiling is successful when the handover between the

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former manager and yourself has been efficient.

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It is essential to avoid interruptions and the loss

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of orientation in the team as much as possible.

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Meet as much as possible with your predecessors so that

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they can pass on information and files to you,

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as well as their vision of the team and the challenges of the department.

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Ask them what their 5 tips are for the 1st 6 months of your new position.

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This requires the humility to question the predecessor

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and the courage to knock on their door,

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even if they have moved elsewhere.

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Don't think because you've already been a manager,

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you know what it takes to take charge of the team.

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Every team is different.

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The tiling will also be done with your superior and your employees.

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I therefore advise you to quickly find out who will be able to do

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the tiling on the main files and make a clear request for it.

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Kevin,

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I'll need tiling on such and such a file.

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Let's schedule meetings together so that it can be done in the best possible way.

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Avoiding parachuting also means making sure that the employees have been informed

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who you are and when you will be arriving.

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Validate that the announcement has been made official for everyone.

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If the field is ready to welcome you,

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it will make your landing easier.

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Second tip,

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avoiding invisibility means marking your arrival and opening up to contact.

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On the day of your arrival,

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meet the team in an induction time.

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Ideally you'll be introduced by your superior

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and your predecessor if they're still around.

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They should show that they are in favor of your nomination.

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Let them introduce you favorably and formally ask

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the team to ease your induction and collaboration.

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During this introductory meeting,

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take the floor,

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introduce yourself,

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your background,

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your added value,

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your motivation to join the company

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to get this new position.

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A few words about your values,

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all in sincerity,

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and about your managerial approach.

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Say that you're going to meet each one individually and that you'll come back to them

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within a month in a collective meeting after taking the time to listen to them.

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Then actually open up to contact.

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Don't stay in your office invisible under the files.

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Go into the field to see,

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hear,

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feel the atmosphere,

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the codes,

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the formal and informal communication

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with the teams,

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your hierarchy,

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peers,

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clients.

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Meet each other,

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ask questions,

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try to understand how the department works internally and externally.

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Be present in contact,

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visible.

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Third tip,

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avoiding naivety is being aware of the resistance against your taking over.

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The arrival of a new leader is a change,

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and it's normal that it generates resistance

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that you will have to welcome with lucidity

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and goodwill.

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Out of the loyalty to the former boss,

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if things went well with him,

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some employees will consciously or unconsciously put obstacles in your way.

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Does your arrival raise concerns about the future of the department,

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about the changes you will make?

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Your arrival will generate a short-term overload of work for employees.

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They'll have to share with you a lot of information and explanations.

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The less knowledgeable you'll be on the subject,

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the more the staff will have to inform you

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and the more they will be resistant to this.

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Many employees have difficulty accepting that a boss

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is less expert and competent than they are.

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Accept it and go to meet them to avoid a retention of information on their part,

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which hinders your first steps in your position

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and reduce the efficiency of the service.

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Diffusing fears and sabotage requires not being naive.

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You may need to burst the abscess if you

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feel the blockage is particularly strong for some.

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If one of your team members wanted your job,

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talk about it.

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Yes,

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it requires courage.

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It's better to put this reality out and clear the air.

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It's better to listen to their motivations

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for the job and understand their disappointment

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than to pretend that everything is fine

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while they're over there gritting their teeth.

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Through dialogue,

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you'll be able to understand their desire to evolve and the missions

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they aspire to take on and accompany them in their professional project.

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In short,

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the dialogue will help start afresh on the basis of

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mutual interest in order to build a future together,

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that of the service and that of their career.

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Conclusion of the point,

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don't be naive.

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Quickly measure who is worried or dissatisfied with your arrival,

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who wanted your job,

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who you are overshadowing.

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Avoiding certainties means being open and curious.

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Even if you're familiar with the service,

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the sector or the product,

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don't think that you know.

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Take the time to listen from the inside to observe

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with new perspective that you have as a manager.

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If your vision doesn't change much in the first few weeks,

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if you have no doubts,

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it's probably a sign that you think you know it all.

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Beware.

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Giving advice quickly and announcing decisions without listening

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to everyone is likely to generate great resistance.

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Being right will not be enough to ensure

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that your decisions will be followed and effective.

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To avoid going straight into the wall with your certainties,

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the first month's meeting,

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an hour and a half to take your time

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with each team member will be of great help.

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Get to know them,

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discover their skills,

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listen to what they have to share about their experience.

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You can ask them what works well,

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what could be improved,

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and the 33 steps that they would take if they were in your position.

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What motivates them?

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Tell them what your management style is and what you expect from them,

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and ask them how they would like to be managed.

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In the end,

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thank them.

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Tell them that you're not committing to anything

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at the moment because you need some perspective,

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but you will share your vision and your objectives as

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soon as you meet with everyone at the set date,

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about 3 weeks to 1 month after your arrival.

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Do not hesitate to interview peers and clients as well

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in order to get an outside view of the service.

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Its strengths and expectations

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show openness and curiosity.

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Avoid rushing.

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You're not a magician who's going to save and improve the service with a

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snap of your fingers just because you have brilliant ideas and optimal management.

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You have the time,

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take it,

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take that time,

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even if your hierarchy puts enormous pressure on

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you to move everything at top speed.

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Breathe and take the time to lay the right foundations.

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Don't give away your vision too quickly,

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don't make promises before you've had the time to weigh the stakes.

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Beware of non-autonomous employees who will want

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you to make quick decisions for them,

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putting you and the department at risk.

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Always consider the urgency of the decision.

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If it can wait,

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take the time to see more clearly and to have different points of views.

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Also consider what is at stake and the impact of the decision on the service.

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Is it an important decision?

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If you assume you don't have to know everything,

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you will allow yourself to say,

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I don't know,

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how do you see it?

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Or,

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I don't know,

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I'll get back to you in 2 days on the issue,

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or I'll discuss it with my superior and get back to you.

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Avoid the rush,

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keep a step back.

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On the other hand,

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of course,

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do not fall into the opposite excess of inertia.

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There are important and urgent decisions to be made even at the beginning of a job,

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especially if the department is in the midst of a transformation.

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You risk blocking everyone if you don't dare to take the risk of a decision,

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even if you don't have all the information.

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Manageial courage is also that.

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The 5 traps to avoid when taking up a position are therefore parachuting,

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invisible man,

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navidity,

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certainty,

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and rushing.

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We could have also added a 6 point on

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the importance of creating an alliance with one superior

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in the next video.

Mandarine AI: WHAT YOU SHOULD KNOW