Page 10 - Twenty Four Lessons for Mastering Your New Role

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The new manager

Congratulations on joining the ranks of management. Your hard
work has paid off, and now you have responsibility for supervising
the work of others to help your organization achieve its goals. While
your expertise and success in your work has likely contributed to
your promotion to manager, you’re probably aware that this new
position requires a different set of skills—skills that require effective
interaction with other people at work. These people include those
you supervise, your peers, and the managers you report to.
There’s an old joke that disgruntled employees sometimes tell
each other. “You know the definition of manager, don’t you?” “No,
tell me.” “A manager is the person who sees the visitors so everyone
else can get the work done.” Maybe that’s funny to some people, but
now that you’re a manager, it’s your job to laugh with your staff,
rather than having them laugh at you.
This book is designed to help make sure that happens and to
help you make the transition effectively. It will provide you with a
quick guide that you can refer to as you figure out how to execute
your new responsibilities.
At the heart of managing are planning and communication, and
you’ll find numerous lessons hear the deal with the nuances of these
skills, including giving feedback to your employees to help them
improve their performance and keep up the motivation, how to give
great instructions to get the results you’re looking for, how to build
alliances, and how to listen to others. You need to learn to run meet-
ings that employees know will help them successfully work together;

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