The management role may seem like one exclusively cordoned off to those with an age of experience under their belts, those that have rose up the ladder step by step and those that have been about long enough to have the company values embedded thoroughly into their mind set. But it’s said that it’s observation, not old age that brings wisdom, and if you observe and absorb the right lessons, you can be an incomparably successful manager no matter how old or experienced you are. Break down the barriers with these ideas and become the best you can be.
People, People, People
The first thing you should know about any management role and one of the best things you can do immediately as a young manager is to concentrate predominantly on the people, your team. They are the outer shell of everything you do as a manager, and thus you need to get to know them, build relationships with them, look after them. Find out what makes them tick individually, through genuine conversation, and make them know that you are there as a source of support. You’ll gain respect immediately just for wanting to find out who they are as people, and doing so will set the ground for you to be more than just a manager.
The Path to Leadership
It may seem like early days, but getting into the right habits early on is paramount, and it will increase the likelihood of you becoming the best manager you can be – a leader. To be a leader, you need to understand you’re shining the light on your team, and not yourself; you’re constructing environments and pulling strings so your team may excel fervently. If you can keep this idea in mind as you embark on your management journey, you’ll undoubtedly develop as a leader in no time.
A Feedback Culture
Managers and employees alike often dread feedback, even more so perhaps for young or new managers. You have the power to make yourself the exception though if you bring in a feedback culture in your own way, an open way. Feedback should be the backbone of your management development, but too often it is treated as a stringent method for punishing poor performance. Instead, you should encourage your teams to talk openly, with yourself and with each other. If you can turn feedback into an informal conversation in which you discuss and agree development paths and routes, find out where they’re wanting to go, what kind of support they’d need to get there; something that can happen dynamically and between any two members of your team, you’ll have turned the idea of feedback on its head, in a very good way.
Management is never cut and dry, because it revolves around its people. Most have to learn this the hard way, but if you can come into your role thoroughly, psychologically prepared to put your team first, to dispense with the authoritarian hammer and to place confidence in your own ability to be a leader; success is but a work-ethic away.
This article was written by Sean McPheat, MD of MTD Training. For management training and leadership development courses that allow you to become the best you can be no matter your age or your experience, you need look no further than this international management firm.