Transition into a new Management role


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Coming into a new management role, the first three months are crucial. How you assert yourself within the role and how you establish the relationships with those whom you are managing can be crucial to your success or failure at leading the team and the projects that lie ahead...

  • @Jabu314 @LanreDepiver @NigelWalsh1 @r_r_rydberg @ShawnJohnson9 @jothiram395 @jsunil Thanks for the comments, really appreciate the feedback! Keep an eye out for our next slide-deck which will be coming soon...
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  • Some very useful tips/ refresher !!!
    When I am in a new leadership role and don’t know where to start then I start by focusing on 3 key areas #1 People #2. Product/ Technology value prop #3. Business goals. See my blog--
    Also here are my 1st thoughts on 30/60/90 days fast start plan
    (A good plan violently executed now is better than a perfect plan executed next week - George S Patton)
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  • very nice
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  • This is great advice! Acting to quickly in any role can cause tension and distrust. Your PowerPoint presentation was excellent.
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  • AT the end of week 1, make list and rank the team members, review the list your boss, then trade or fire the bottom 20% , do not replace them until it is clear you need more people - this action will send the right message
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Transition into a new Management role

  1. Management: Dealing with Conflict in the Workplace
  2. Management roles are made up of a wide range of responsibilities, with one of the most crucial being ensuring that teams are working effectively.
  3. If managed well, a team can add value to an organisation by drawing upon the ideas and the input of all its members, working together collaboratively. In any team environment conflicts can arise; how a manager responds can be vital to resolving the situation and restoring the team to its normal level of effectiveness.
  4. Think Strategically
  5. As a manager in a new working environment, there can be an urge to implement big changes to existing routines and working methods; this is common as a new manager is often casting a fresh pair of eyes over the existing environment.
  6. It is important to tread carefully in the very early stages and to be mindful of implementing a big change that could prove controversial.
  7. It may be more appropriate to implement any changes in week three or four, as opposed to week one. This way you can get a good understanding of the team you are managing and the systems in place, better informing any changes you do introduce.
  8. Listen
  9. When joining a new team as a Manager, you can learn a great deal by listening to your employees, often they will have a feel for all of the processes and systems in place: what is working and what is not working.
  10. You won’t necessarily be able to act on every piece of feedback you receive, but establishing a dialogue with your employees and letting them know that as their manager you take their opinions into account is a great way to gain their respect;
  11. it is also a great way to learn more about the existing culture and dynamic within the team.
  12. Don’t Compare
  13. Avoid comparisons between your old workplace/team to your new one. It is important to understand that in your new role you are working with a new set of individuals and circumstances - and even if you have moved within the same organisation – your position has changed since your last job.
  14. While it is a good idea to bring tried and tested methods from your old role to your new one, you should accept that not everything that worked there will necessarily work here.
  15. Your new team will not necessarily perform or respond the same as your old one, so don't put them in the position of feeling that they have to live up to your old team or outperform them.
  16. Two-Way Communication is Key
  17. At the earliest possible chance, get to know your team. If appropriate, meet with your team members individually.
  18. This doesn’t have to be an extensive meeting, just a chance for employees to get to meet you in person, and to open the channels of communication for future conversations; letting your team know that you are approachable.
  19. Ask Questions
  20. Coming into a new management role you cannot be expected to know everything.
  21. here are likely to be some things that you don’t know about the organisation, its structures and processes - that those you are leading do know.
  22. As a new manager you should not be afraid to ask your team questions and for their opinions when necessary, it shows that you are only human, and also strengthens the open communication that you are aiming to establish.
  23. Don’t Take all the Credit
  24. Giving credit where it is due is an essential part of management and leadership.
  25. Whether it is giving credit to your employees for their success in implementing an idea of yours, or for an idea that they have brought to the table, you should always ensure that those working under you see that their contributions are valued.
  26. Praising your team for their achievements from the start is a great way to ensure that they work harder and perform consistently in the longer term.
  27. Connect For more tips on professional development and to see all of our latest opportunities, connect with the InterQuest Group InterQuest Group plc is an award-winning, specialist recruitment organisation providing contract and permanent services within niche disciplines globally. The Group is divided into specialist businesses, with each one aligned to one of the following market sectors, Finance, Retail, Public Sector, Not for Profit or in an area of technology such as testing, analytics, ERP or digital. These are augmented by other businesses specialising in services which span the various vertical niches - such as recruitment outsourcing or executive search and selection. As specialists in contract, permanent IT and analytics recruitment, the InterQuest Group trades as distinctly branded, individual, specialist recruitment businesses.