It is not easy to be a boss. In particular, new managers like to tend to override and make mistakes that can question their leadership position. You can read them here.
- New managers should not expire into blind actionism and only toast changes with the integration of employees.
- Leaders in need of harmony are mostly afraid of conflict and often address grievances too late.
- A manager must be able to delegate so that he wins freedom and achieves his goals.
Congratulations – you did it!
They were promoted and have been entrusted with management responsibility. An exciting and educational time now begins for you. Many traps are on the way in front of them. Fortunately, you can prepare for some classic stumbling blocks and avoid them unerringly:
Fall 1: Understand the importance of the inaugural speech
Whether you are already working in the company and know a large number of employees or take on a management site in an initially foreign environment, the employees are excited about the new boss. It is helpful to invite the team to a Come Together on the second or third day, of course also in Corona times to be virtual and officially introduced again. In a short speech, on the one hand, you should tell something about yourself, and on the other hand, you should already give an insight into your leadership style and your values and goals. Give specific information about planned initial talks at the workplace and a kick-off meeting.
And note Many a chance for a good introduction to the new role has already been wasted by empty sentences such as the following: “The good basis is the best prerequisite for a solid basis.” An exemplary quote that has fallen in the Bundestag. That means: neither exhaustion versions, long-winded résumés nor the settlement with the predecessor or criticism of the previous way of working brings sympathy points.
It is helpful to invite the team to a Come Together and officially imagine again. In a short speech, on the one hand, you should tell something about yourself and on the other hand, you should already give an insight into the leadership style and values, and goals.
Fall 2: Turn everything upside down in the first 100 days
A new broom sweeps clean. If management positions are re-filled, the management promises positive changes. Under this expectation, new managers often fall into action. It appears that the “new” deals too much with himself and his career instead of bringing his team on board.
It is better to use the first weeks for employee interviews and job visits. Managers thus get an overview of expectations, tasks, cooperation, processes, and possible sticking points. Only after the inventory and a first get-to-know changes should change with the integration of the employees.
Because of the high expectations, new managers often fall into blind actionism. It is better to use the first few weeks for employee interviews. This gives you an overview of expectations, tasks, cooperation, processes, and possible sticking points. Only after the inventory should be initiated with the integration of employees.
Fall 3: Let employees instrumentalize
When it comes to problems, employees often rely on their superiors. Whether printing from above, difficulties with external or in a team – you expect to back. If a new manager comes, employees are happy to tend to be used for unsettled and unsatisfactory concerns so that they are strong for these concerns compared to third parties.
But caution is advised here because often only the subjective perception comes to light. So you should not make promises and make premature decisions, but first, get a comprehensive impression of the status quo and responsibilities.
If a new manager comes, employees are happy to tend to be used for unsettled and unsatisfactory concerns so that they are strong for these concerns compared to third parties. But caution is advised here because often only the subjective perception comes to light. So you should not make promises and make premature decisions, but first, get a comprehensive impression of the status quo and responsibilities.
Fall 4: Taking intensive friendships with employees
Collegial interaction with each other makes working life pleasant and even after work, talks with employees contribute to a good working atmosphere and team education. If friendships develop into individual colleagues, you should, for example, question: What influence does the relationship have on day-to-day business in the company, especially if there are critical situations? And: What impression can employees, colleagues, and superiors get if they experience the friendship? To protect managers and employees, it, therefore, makes sense to protect sufficient distance.
If friendships develop into individual colleagues, you should question the influence of the relationship on day-to-day business in the company and what impression colleagues and superiors get when they learn from friendship. To protect managers and employees, it, therefore, makes sense to protect sufficient distance.
Fall 5: Keep right and not admit mistakes
To admit errors and accept criticism from employees is often interpreted as leadership weakness. However, the opposite is the case. True size and competence prove who is open to justified criticism and, if necessary, reverses a decision. This is how you win superior credibility and trust. And as a role model for the employees, you can only expect what you are willing to give yourself.
Fall 6: Conflicts out of the way
Manufacturers in need of harmony are usually also afraid of conflict. They secretly hope that problems will solve themselves and often only address grievances when a situation is worrying. Whether misconduct by employees or conflicts in the team – you should give expectations early, always give constructive feedback, and re-enact them in good time. A lot of strength and donation incomprehension cost late reactions. Clarity in leadership is a major success factor. And clarity and friendliness are not mutually exclusive.
Fall 7: Always have an open door
It is good to know that the manager is interested in the needs of their employees. A statement like “You can come to me at any time” is fatal. The reason: Unplanned conversations mix up the daily routine and tear the manager out of concentration on their respective task. That means: Leading “in-between” is not advisable. Take undivided time for employee interviews after coordination. However, it is better for concentrated work to close the door. The myth of the open house also harbors the risk of being tempted to employ employees to act because many problems can often be solved alone after thorough consideration.
Fall 8: Want to surpass experts in specialist knowledge
It is a fallacy to believe as a manager has to have an answer to every technical question or to be able to solve any problem. The experts are responsible for this, namely the employees with their corresponding specialist knowledge. The manager’s job is primarily to perform management and control tasks. Anyone who feels responsible for this as a boss quickly becomes a “senior clerk”. Tip: Delegate so that you can win freedom and achieve your goals.
