One of the under-appreciated side effects of the financial crisis has been the promotion of employees into management roles for the first time. It’s hard enough for a rookie to assume command when times are good. These days it must seem like being thrown head first into a spinning clothes dryer.
I recently ran across two great pieces of advice for new managers. The crux of it: Slow down.
- Check Your Progress. Harvard Business School’s Linda Hill, who literally wrote the book for first-time managers, says rookies try to do too much, which causes them to lose sight of their goals. Every two weeks they should step off the treadmill and assess what they have been doing and where they are headed within the context of the goals of the organization.
- Three Tasks a Day. New managers face a million things to do, so pick out the most important three things each day and get them done. That’s the advice of Susan Ashford, a professor of management at the University of Michigan’s Ross School of Business.
Both these insights are explored in an excellent article written by the business staff at the Associated Press, Surprise! You’ve become a manager. Now what?
These are important lessons not only for new managers but for also for the seasoned vets who manage them. Make sure your newbies aren’t overstretching themselves. If they are, help them focus on what is important and on achieving results, even if it’s just a few accomplishments a day.
Are you a new manager? How are you prioritizing your work? Any advice from our veteran managers?
BTW, Jessica Stillman over at Entry-Level Rebel has a nice conversation going about shortcomings in training for new managers. Take a look at Readers Diagnose “New Management Syndrome,” Offer Cures.
(Dryer image by rocknroll guitar, CC 2.0)
