What advice do you have for a brand new manager?
I am going to be managing a home oil delivery trucking fleet very soon and I am looking for any advice you have to share with a first time manger. I am open to books or websites with resources that I can read to help me be successful in my new role. Thank you!
Firstly, congratulations. It is very common for a new manager to want to impress the powers that be from day one, don't be too hasty, that's when mistakes happen. Take a step back and soak in all that is around you, listen and learn and don't be afraid to ask questions (however trivial they might seem). The administrative side of your work will be set by the company, no need to worry there, as you complete tasks over and over again they will become second nature. The hardest job you will have will be managing your workforce, again be patient. As human beings, we are conditioned to be resistant to change, so don't rush in all guns blazing or you will create friction with your staff. Where possible encourage employee engagement and promote teamwork, ask their opinion on improvements etc. but most importantly you must be open and transparent and if you have not done so already, work on your communication skills. Don't let the position go to your head, demonstrate authority in a diplomatic manner, never autocratic and always impartial and fair. The same can be said for the rest of your customers (both internal and external). If you make mistakes, so what, you're only human just as long as you learn from them. Enjoy the experience, work hard, and I wish you well. Good luck.
Skip the books...read complaint reports and go visit customers.
One of the most important things to know from your customers is: "Would you recommend us to your friends & family?" and, if not, "Why?"
Don't use surveys for this - do the research in person. If you do use surveys (shame on you!), just ask the question(s) above.
From the top of my head:
Gather data on everything that is relevant to the efficiency of the process you are managing. Motivate your workforce, keep in mind they are human being so treat them well. Also listen to them carefully because they may give off signs that are important (some related to them personally, others that may shed some light on your process).
Lastly do not be afraid to make mistakes (fear usually stresses people out which makes it more likely that mistakes are actually made) and when you happen to make a mistake, acknowledge your mistake and see it as a learning moment.
Another recommendation is to be very clear on you vision and mission statement for your group. Make that mission statement prominent and visible in your workplace such that everyone understands the big picture direction the team is gaining toward. Work with them to better understand their role and responsibilities in that mission. Then allow the. Then allow them the space and creativeness to help you get there.
If the team doesn't understand you final destination, it's harder to get there.
Don't manage, LEAD, Understand your workforce, know what motivates them and act on it. Ask (and listen to) experienced staff as to what works, / doesn't work. Walk beside your staff when when they need your support, walk ahead of you staff when they need your defence and walk behind your staff when they deserve the credit.
Well, Adam, as a manager you will lead people to make the things happen:
- First of all I suggest you to understand what are the strategic directions of your company and in what context your area is involved on
- Transmit clearly in terms of actions toyour team
- Study the profiles of each of your team and try to get the most from them according to their abilities and skills
- Explain your intentions as much as needed to be fully understood by your team
- Measure from time to time, on a regular basis, the result of your actions
- Listen to your team, analyse what they are saying and decide if it is necessary to make changes;
- Provide feedback to your team, let them know what you are thinking about them;
- People Management and Coaching books could be very useful in your free time.
Learn every strength and weakness of the people under you and shift your best workers to the forefront. With luck you can figure out exactly what is and isn't working correctly and start making changes to improve whatever conditions you can.
Listen as much as you can from day one and be open to other people's ideas. Also agree with Daniel that you will make mistakes and you must be able to accept them and move on, taking away the key learning points. Good luck!
Listen and work to promote TRUST as best you are able...
Invest in yourself - personal/professional development, Invest in those you manage - strong relationships, encourage personal/professional development, lead by example, establish trust, communicate and listen effectively, and inspire those you are managing.
Resource(s) - http://www.rikeropportunityinstitute.com/
Book - Napoleon Hill, The Laws of Success in 16 lessons
understand the processes which governs your function completely. don't just read through it as a mere tick in the box. wherever you have doubts, ask the relevant sources the questions to clarify. from a functional standpoint, there are three gears operating in unison, namely people (your team & other resources around), process (the guiding principles) & productivity (which happens when people & process meet together effectively), so you need to have a 360 degree understanding of all that is connected to these gears, & associated with your function. you also need to connect with each resource in your team. understand their challenges and pain areas. evaluate what you can do within the process to increase their efficiency. its people connecting with people, so more than books or websites, its what you do "on ground" on a day to day basis. you will do well by maintaining individual roosters for each resource on your team and this should flow into a master rooster, so that you have the vein of your business and function right there for you - a dashboard. Once you have a reasonable idea and knowledge on the workings of your team, you can throw in schemes and contests wherein you reward the best performer. thereby, you do two things, you grow the morale of your team members and secondly instill in them a sense of competition and all in all it leads to increase in productivity. like i said earlier, its three gears working in unison - people, process & productivity
Put your team members first. Coach them well. Positive results will automatically follow.
My book: Putting People First by Kin Tue-Fee (only through me)
I was prepared to write a great deal but other posters have hit on many of my points...Majdi and others mentioned that you should try to understand and appreciate every aspect of the business so that you can appreciate how everyone's efforts contribute to an overall goal.
Tyrone is right in saying that you must invest in yourself. Understand that there are a number of effective management skillsets that you can pick up in training courses.
Kin Tue-Fee stated that you should put your team first. In the military, the most valuable advice I got as a leader is that your team should eat first and sleep first, then you could ask anything of them.
Laura and Elaine both touch on important points as well since these are steps that can easily be accomplished in a series of group and one and one meetings. Let your team know what goals you are after and find out (really find out don"t just go through the motions) what their goals and motivations are.
The only thing that I would add is that you must make these things happen. You have got to schedule time to spend with each person to learn what they do to some degree and take actual notes. Your time and the fact you are taking notes will have a strong effect on your team.
Research and partake in courses that address management, team building, communication and leadership skills. Do one thing every month or so for the first quarter and reduce the frequency after that.
Assess weekly how best you can provide tools, resources, time and skills to your team so that they are free to do their jobs most effectively. This is something that you will get better at over time. I often tell supervisors and managers to try and imagine that their team of people was instead a fleet of valuable highly autonomous machines.
In this way it is easier to determine that someone needs time off or special care because they have been run hot for a long period doing things time that benefited the organization or dealing with something that was happening in their personal lives. We would not think twice about reducing the RPMs or even scheduling maintenance for a car that we accidentally ran at 6000 RPMs or above for too long. But we somehow believe that a person does not deserve that same consideration. Take care of your people they are your most valuable asset (Henry Ford believed this as well).
Finally, I believe that if you schedule meetings to state your goals (keep the goals realistic, challenging and measurable) and update your people as to the progress of these goals you can establish common goals that everyone can strive for. You must also remember to use one on one meetings to determine the goals and motivations of each team member
Listening to what your people have to say is just a smart way to achieve your goals since your team members deal with portions of these challenges every day. If you do this your initiatives will be more well thought out. In addition your team will become more active participants in implementing these initiatives since they can see their own thoughts and efforts incorporated in those initiatives.
Well Adam, I guess I still wrote a great deal but I hope some of it proves helpful.
Must be a good listener...and treat customers as your brand ambassadors. ..
Congratulations Adam! Here's what I suggest you do:
1. Get a thorough understanding of what you are responsible for in your role.
2. Get a thorough understanding of who/what impacts what you are responsible for in your role.
3. Get a thorough understanding of who/what is impacted by what you are responsible for in your role.
4. Spend time with the employees that you manage as they perform their daily duties and also perform the duties yourself. This gets instant respect from your employees.
5. Get a thorough understanding of how your role impacts your manager.
6. Meet on a regular basis with your team to discuss team performance, hear their ideas on ways to improve and to keep them abreast of company issues.
7. Make sure you have good people skills.
8. Make sure your employees have the tools they need (training, customer service skills, etc) that they will need to be successful.
9. Manage your employees objectively - what are they getting paid to do. Hopefully you have job descriptions and performance standards in place.
Hope this helps!
First of all, congratulations. Second, kudos for asking for council. Even the richest and wisest man that ever lived (Solomon) when asked by God what he most desired, he asked for wisdom and was handsomely rewarded. Read and study some great management and personal authors like Ken Blanchard (One Minute Manager), Steven Covey (The 7 Habits of Highly Effective People) Pat Morley (Man in the Mirror) and most especially the one that has been my greatest resource The Holy Bible. Good luck and God bless, management is fun once you learn how to grow yourself and the people around you.
Volkmer listed excellent steps. I would add a few more: 1. Become a leader; it takes practice and learning. Find a good leadership development opportunity and take advantage of it. 2. Become a good listener; your team will respect and follow you when they realize that you are ready to listen to them. 3. Provide your team the tools and resources they need to be successful. 4. Celebrate the wins your team accomplishes. Success breeds success. 5. Relax; bad things happen but if your team is doing the right things in the end it will all be good.
my advice is to read the following books
I would also suggest watching the six sigma yellow belt training course
Congratulations on your new position. I had a teacher in business give great advice when becoming a manager. "Make haste slowly." By that he meant don't try to make a lot of changes from the start. Learn about the business, the customers, and the employees you will manage.
From my experience, I've also found that truly listening to those working for you and asking for their ideas (and if they are sound, implementing them) builds morale and the desire for your employees to work with you (not for you).
Lead by example.
Congrats on your recent job promotion! You must have earned it. What do you think made you a good leader?
I recommend setting up one-on-ones with each of the folks who will support you. Get to know them. Ask them why they love the work they do and how you can help them love it more. Listen to their ideas. Invite feedback to streamline inefficiencies.
Share ideas you have and see if they make sense for what people "on the ground" are seeing.
Model good time management and impeccable response-time to emails, phone calls, etc. Prioritize your own health to sustain the work you're doing.
Good luck! :)