An open letter to young managers

An open letter to young managers
An open letter to young managers

Dear (please put your name here .......................),

If you are a young manager, perhaps recently graduated,
then there's a good chance you are intelligent, confident
and ambitious - keen to make your mark in the world.
Chances are also high that you have high expectations of
both the job and the organization, and that you are quite
independent.

Additionally, if you have been promoted from within the
team, then no doubt you have some very good ideas on what
needs improving. Your own manager will see you as
innovative, technologically savvy and willing to learn. He
or she may have said to colleagues "My new team leader /
manager will be like a breath of fresh air for the team -
just what the doctor ordered."

All of your traits and characteristics are highly valued by
your employer - probably the reason you have been promoted
so quickly. Applied appropriately, they are very positive
characteristics to have and will ensure your success in
your new role.

On the downside, these same characteristics that are valued
so highly by your employer, may count for nothing with the
people you are about to manage. They did not appoint you.

Having worked with many experienced and not so experienced
managers, I have seen what leads to success and what can
impede success. Below are my nine principles for avoiding
career derailment. They are in my own personal priority
order and are what experienced managers call "learning how
to learn".

Priority #1: Give recognition to your people for good work
regularly. Find at least one of your team doing something
well every day and thank them specifically for what they
have done. This builds a positive culture within your team.

Priority #2: Ask for help when you need it. Use the
experience within your team. It's easy to think that "I'm
the manager. I'm supposed to know what I'm doing, so it
may make me look weak if I ask for help." There's only a
very slight difference between self confidence and
arrogance. The self confident manager says "I definitely
know there is an answer (somewhere) to this challenge or
problem." Whereas the arrogant manager says "I have the
answer to this challenge or problem".

Priority #3: Keep a Learning Journal. Jot down things in
a small pocket book that you think may be important. In
particular, when you do overcome a major challenge or
problem, take time to reflect (and record) - What was the
challenge? What did I do that worked well? What did I do
that did not work so well? What will I do differently next
time? Review your journal once a week on a designated day
and time. Make this a habit.

Priority #4: Avoid snap decisions. Certainly trust your
gut instinct, but before jumping into action, reflect - Is
this the best approach for this issue at this time? What
are some other alternatives?

Priority #5: Admit mistakes. The leadership research
suggests that all great leaders share one common trait -
they are willing to admit when they are wrong. Admitting
mistakes shows that you are human. It also builds trust
and respect.

Priority #6: Build your network. Look at the organisation
chart. Who are the successful managers? Who could
possibly be of help to you? Make sure you build a network
of colleagues from outside your team.

Priority #7: Be careful when giving negative feedback to
experienced staff. Make sure you get the words right - ask
them for their input in solving the issue or improving
their performance. If you have not had some training in
giving feedback, ask your manager or consult a good book.

Priority #8: Check your results. Once you have been in
the role for nine months, complete a 360 degree profile.
As well as getting feedback from your own manager and
perhaps informal feedback from others, you need to get an
accurate view of how you are performing as a manager. If
your organisation does not have a 360 process, see the link
at the end of this letter.

Priority #9: Find a mentor. Look for a manager within
your organisation whom everyone respects. Build a
relationship with that person. Over time, this friendship
should turn into a mentoring relationship. Mentoring takes
time - take yours!

One final piece of advice from an old, experienced manager.
You are young, energetic and have great potential to move
up the corporate ladder. The only thing you lack is
experience. In twelve months time, make sure that your
manager will be telling his / her colleagues "Yes, that was
a great decision I made promoting (put your name here
................). What a fabulous young leader he / she
is."

----------------------------------------------------
Bob Selden is the author of the newly published "What To Do
When You Become The Boss" ' a self help book for new
managers. He also coaches at the International Institute
for Management Development in Lausanne, Switzerland and the
Australian Graduate School of Management, Sydney. You can
contact Bob via http://www.whenyoubecometheboss.com/