How to Develop a New Manager

As a new manager, you are probably wondering how to develop your direct reports. Here are some tips that can help you develop your direct reports. By giving them context, you can help them succeed. Ensure that they understand the team and the work that they will be responsible for. You can also provide them with feedback, if necessary. And if you have questions or need help, you can ask for it. It will be helpful for you and them.

Interviewing employees

When interviewing employees to develop a new manager, be sure to ask about the candidate's experience in the role. You want to learn whether the person is well-prepared to handle the responsibilities of a manager and what their preferred work environment is. Managing a team is a difficult position, and most businesses are full of high-pressure situations. A high-pressure environment can bring out the best in a new manager and decrease his or her chances of sticking around long-term. When interviewing candidates, try to ask trick questions to reveal if the candidate is a good fit for the position. Ideally, the questions you ask will connect the candidate's previous experience to the job description and company values. This way, you can uncover the candidate's past accomplishments and future ambitions. Ideally, the questions will help you find out if the person has what it takes to lead your company to the success you are seeking. Before conducting the interview, ask the interviewee why he/she is looking for a new job. This question will give you a good idea of whether the candidate will fit in with your business and your team. The answer to this question will help you evaluate whether he or she has a positive or negative impact on the workplace. It is also helpful to ask about the candidate's work/life balance and how he or she communicates effectively. As a manager, you should be able to determine if your prospective employee can deliver on their goals. Ask them to share a story about how they achieved the goals they set out to achieve. The interviewer is looking for examples that demonstrate their management style. Ask questions that show a willingness to adapt to different employees. In doing so, you can determine whether or not the new manager can handle the responsibilities of the existing manager.

Developing relationships with direct reports

If you're a new manager, it's easy to forget how important developing relationships with direct reports is. Developing a relationship with direct reports means being open and honest with them about any problems or challenges. You should encourage collaboration, share feedback, and track action items. In addition, you should be an active listener who engages your direct reports with intelligent questions. People love to be heard. Lastly, your relationship should be genuine, and you should be willing to listen to your direct reports' needs. Compliments are especially important. People tend to respond better to specific, genuine compliments than to generic, one-dimensional compliments. By asking your direct reports for their input, you'll create a safe environment that encourages honest feedback. You'll also build the trust and respect of your team. However, be careful not to be patronizing. While it's natural to be sensitive to criticism, you should take time to dig deeper. Feedback can be difficult to give if you're not comfortable with your direct reports' reactions. If you're not comfortable with giving feedback, consider giving it in small doses. This way, your direct reports will be able to comprehend what you're trying to convey. Receiving feedback from a boss is not the same as receiving feedback from your loved ones or trusted friends. Make sure you use the right tone of voice when communicating feedback, and be sensitive to body language and non-verbal cues. Building strong relationships with direct reports requires time and effort. Effective management is dependent on having strong relationships with direct reports. Distance can be the biggest productivity and performance drain. Developing relationships with direct reports will allow you to coach and guide them to achieve their goals. Geisinger Health System, a physician-led healthcare system in Danville, Pa., is one organization that has made strong relationships with direct reports by focusing on preventative measures and interventions.

Mentoring

In the early 1990s, research was conducted to better understand the benefits of mentoring. This relationship between a respected and competent individual and a new manager increased the likelihood of a successful outcome. The mentor must possess extensive knowledge of management practices and organizational know-how. He or she should also have credibility and be open to feedback and suggestions. As a new manager, the priority of a mentor is to help the mentee achieve the operational goals of the enterprise. In addition to providing guidance and experience, mentorship can also help new managers deal with the challenges of their new position. Peer support is invaluable for a new manager who needs to believe in their own abilities. In addition, mentors can facilitate open management sessions to encourage first-time managers to share ideas, problems, and tips with each other. This will foster a mentoring culture and help the new manager become successful. Before establishing a mentorship relationship, you need to determine what your expectations are for the relationship. This is easier said than done, but aligned expectations lead to a more productive and engaged relationship. It is also important to remember that mentorship does not necessarily require a formal relationship. You can choose your mentor yourself or ask a select group of people for recommendations. If the mentorship is not working, it is fine to reshuffle the pairing at any point. During the mentorship program, new managers must agree on their expectations and goals. Mentors should provide resources for the new manager to facilitate the session. These resources may include sample questions, outlines, and sample discussions. The mentor should expect the new manager to interact with the mentee during these sessions. It is also advisable to ask the mentor for feedback on the mentoring program at the mid-point of the program. While the manager is a role model, the mentor's role is to provide guidance and support. The mentee may feel inhibited when sharing with the mentor. The mentor also helps the mentee build leadership skills and improve job satisfaction. According to a Gallup study, 44 percent of employees have regular managers. Therefore, mentoring is an important tool for developing a new manager. However, the role of a mentor and the mentee should not overlap.

Asking for help

When developing a new manager, it's helpful to remember that success is measured by the success of his or her team, not by the success of the manager. In the following paragraphs, I'll discuss some of the most common challenges faced by new managers and how you can help them be successful. To be effective, ask for help from an experienced manager who can provide advice, coaching, and ideas on how to approach a given assignment.
 
Ref: https://paramounttraining.com.au/training/new-manager-training/