8 THINGS THEY DIDNT TELL YOU WHEN YOU WERE PROMOTED TO MANAGER

If youve been promoted to a management position and wonder what youre supposed to do now, youre not alone. The most common human resources mistake made by companies around the world is to take technically superb people and make them managers," says Dr. Lois Frankel, President of Pasadena-based consulting firm Corporate Coaching International. Just because theyre good engineers, accountants or sales people, doesnt mean theyll be equally good managers -- especially with no development or support."

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Corporate Coaching International
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Phone:   626.405.7310
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Email:   Kim@corporatecoachingintl.com
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8 THINGS THEY DIDNT TELL YOU WHEN YOU WERE PROMOTED TO MANAGER

Pasadena, California-April 16, 2002- If youve been promoted to a management position and wonder what youre supposed to do now, youre not alone. The most common human resources mistake made by companies around the world is to take technically superb people and make them managers," says Dr. Lois Frankel, President of Pasadena-based consulting firm Corporate Coaching International. Just because theyre good engineers, accountants or sales people, doesnt mean theyll be equally good managers -- especially with no development or support."

To avoid the pitfalls resulting from this scenario new managers should consider adding these 7 behaviors to their skill set:

1.   Relinquish the illusion of control. Tight-fisted control is a sign of fear, not confidence," Frankel asserts. True control comes from having the systems in place and people prepared to handle any eventuality."
2.   Capitalize on the wisdom of team members. Managers cannot afford to fall into the trap of believing that they alone have all the answers. You can increase the competence and confidence of individual team members by continually asking the question, What do you recommend we do in this situation?"
3.   Create synergistic teamwork. To crank up synergy on teams do some simple things like hold regularly scheduled staff meetings (and dont cancel them), use meeting time for mutual problem solving (not show and tell), and create an atmosphere where each one is expected to teach one.
4.   Establish appropriate boundaries. You cant manage and simultaneously be someones buddy," Frankel points out. New managers must delicately balance remaining friendly with their direct reports while transitioning to a new peer group.
5.   Create a common vision. Use time at a team meeting to discuss what should go into a common vision. A good vision will answer the questions: Who are we?, How do we want others to perceive us?, and How do we do this in a meaningful and productive way?
6.   Solicit and respond to feedback. Make it a norm to give and receive feedback in your department. As a manager you should be the first to ask, What am I doing well and what would you like me to do differently?"
7.   Address personal problems creatively and compassionately. The problems faced by staff members dont fall into the neat solutions defined by human resources. Go to bat for the special needs of your team members. Question the usefulness and validity of policies and practices that dont meet current realities.

For more information about the most common mistakes made by new managers, or to schedule an interview with Dr. Lois Frankel, contact Dr. Kim Finger at 626-405-7310 or Kim@corporatecoachingintl.com

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