![]() I then ask if the proposed solution is the most effective one. When I find myself losing sleep about an issue at work, I ask myself if I'm being honest with myself and having integrity with my team. My values are integrity, compassion, efficiency and tenacity. ![]() Identify your values because when push comes to shove and you find yourself in a hard position to make tough choices, your values are what will guide you. It might be easier or faster to get the task done yourself at first, but in the long run, it's a win-win for everyone. Needless to say, you need to ensure the tasks are getting done correctly with checks after the delegation. With such limited time, making sure to properly prioritize the tasks and delegate to the proper people is a must. ![]() When you become a manager, many responsibilities come with the role, including attending multiple meetings. However, this is one of the most important traits to become a successful manager. Being able to delegate work means trusting the people you are overseeing and properly prioritizing the work-neither of which are easy or familiar to people who just became managers. This is one of the most common traits that new managers lack. This lays the groundwork for their team to feel heard and then the decisions they make thereafter will be more informed. I think they should set expectations that the beginning (give or take 30 days) is for absorbing and getting the lay of the land. I think any professional starting a job as a manager for the first time should be willing to listen. ![]() This will give them wings and unlock their full potential! When people feel seen, understood and valued, they will become evangelists of your brand. Recognize and respect who they are as a person-this will help them to feel important and engaged with the vision. Clear expectations have three major components: Reverence for where the person came from will help to prepare them to accept the ultimate goal. Clear expectations will prove to have long-lasting effects! Communication is at the core of all success in any position. Give your team permission to screw up as long as they write it down and make it better. Self check-ins at 30, 60 and 90 days for yourself, as well as check-ins with team members, are crucial. If one person is better at one aspect of the job, can they be paired up with someone who struggles in that area to learn from their co-worker? Those first 90 days are critical, and it will be apparent even at 30 days in if the path to success is being paved or if some blasting dynamite is needed. Figure out how your skills mesh with others and how you can lend a hand to congeal your team together. You need to identify the strengths, weaknesses, opportunities and challenges that lie ahead. Russell Benaroya, Stride ServicesĪny new manager should get to know their team, collectively and as individuals, whether they are a new outside hire or a promotion from within. Rather, it is about guiding a group of people with different points of view on a shared journey toward a shared goal. This is not to say that a manager cannot have ideas and opinions, but management is not about telling people what to do. But to truly build a team foundation that is driven by empowerment, accountability and commitment, a manager is best staying open and curious. Many managers come into a role and want to show their value by doing things, changing things and exacting their expectations. Sounds simple, but the ego is a powerful thing. One thing to do in the first 90 days is to commit to curiosity.
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