Are you ready to become a manager?
The work of the manager differs from the work of the individual contributor in significant ways. First, managers have larger scope and more complex responsibilities. They have broader decision-making responsibilities and, they impact the organization at a higher level than do individual contributors. Managers are responsible for operationalizing the organization’s strategies and delivering on the quarter’s plan. Fundamentally, executing on the quarter’s plan incorporates four overlapping dimensions.
Planning. Managers plan the work of others and define the path for achieving success. They are responsible for not only their own success but also for the success of their team, regardless of whether the team is two individuals or a plant of two thousand. They set out reliable and stretch targets, estimate levels of effort given the composition of the staff, and set timelines for achieving each goal.
Executing. Managers achieve success and build their reputation by delivering on the plan. Detailed plans, created with the team, are easier to deliver when the entire team knows what is expected, in what timeline and within what quality specifications. Managers early in their tenure may make assumptions about responsibilities because they contributed as an individual contributor. It’s necessary, however, to gain clarity quickly on what’s expected, and which year-to-date goals are being achieved and where they might be coming up short.
Communicating. Managers share information with their teams proactively. They must have a keen sense of which communication vehicles are most effective and be aware of what information can be shared now or must wait for a later time. Managers use communication to connect their teams to each other and the broader goals of the organization.
Developing others. Finally, and perhaps most importantly, managers must take time to enhance the capabilities of their team. They provide feedback, encouragement, and resources for broadening the skill mix needed now and in the future across the team. They encourage professional development and create opportunities for learning, both formally and informally.
Fundamentally, becoming a successful manager is about reframing. How do you achieve success without doing the work? How do you engage others to complete the work when they may not be as motivated as you are? How do you tap into other’s creativity and great ideas when others don’t proactively share their insights? Developing a mindset of working through others is a critical first step.
Check out my book, The Seven Mistakes New Managers Make at: https://www.kirkhousepublishers.com/product-page/the-seven-mistakes-new-managers-make