FOCUS
In these columns a few weeks back, I wrote a piece on what colleagues should do to make a new manager comfortable in his assignment. Yesterday, I bumped into a young professional who seemed to have a burnt heart who said to me, ‘why don’t you write, what a new manager ‘must’ do to feel and become part of the team. I could sense that he was having trouble with some ‘newly inducted boss’ in his organisation. I set about to do so. I requested six highly intelligent professionals to let me know ‘things’ a new manager must do or not do. Their feedback and on the basis of my own formulated thought, the piece is basically an assembly of the various do’s and don’ts for the new manager.
To any team, a new captain has to start his own corporate journey, a fresh, a new. By and large, they have to adjust and fall in line. If the new manager is blessed with a high EQ the journey towards forming cohesive relationship with the team can be easy. I believe for this piece, I would like to begin of ‘things’ (actions) that no new manager must undertake, initiate or induce by, action or even by implication.
Don’ts:
Display an air of superiority based on skill or talent. Show an attitude. No manager should consider himself to be better than the team. It must be kept in focus that being a manager is purely a matter of hierarchy, chain of command and internal organisational control mechanism and process. The authority vested is for those reasons; it is quite likely that other reports may have better capabilities more fresh and creative ideas.
There is no room to enter into a division or an organisation with a preconceived mindset that the existing way of doing business is outdated, inefficient and ineffective. There is never a need, he must know, to bring changes only to display and exert his authority.
Should not attempt to establish and equation of power with subordinates, must realise that there is hardly any correlation between perceived power and compliance or even submission.
Should not get tempted to micro manage. Remember that the assignment is not to replace the junior officer by doing his work.
No room for dictatorial behaviour. There is no absolute power to the designation. No abuse of de-jure authority.
Haughtiness or extreme format of it i.e. arrogance must not emerge in any action.
Selfish attitude is an absolute no.
Should not impose his or her personal views on the team. My way or the highway is an attitude to be shunned. No forced decision to be pushed down the hierarchy.
Never pick on colleagues in public. Don’t ever snub.
There is never a need to set new rules, regulations, procedures or policies for every change to be undertaken.
Never forget that change doesn’t happen overnight. It takes time, sometimes a very long time.
Never demand the impossible, the unethical or the immoral.
No action must reflect a negative approach.
Don’t lend ears to hearsay. Never encourage spying on colleagues.
Don’t breathe down colleagues’ necks. No room ever for using cameras, computer devices for following them either directly or through an ally to find what the ‘reports’ are doing, against what they are supposed to be doing.
Never adopt threatening or intimidating attitude.
Don’t lie or even distort truth.
Never make demands upon team mates to choose between job and families.
Don’t surround with new turn coasts, sycophants and yes-men.
If the above is not an exhaustive list of what a new manager must not do; the list of things he should do could be much more longer.
New inductees into an assignment either as a result of an internal elevation or joining from outside are expected to do a host of actions that would benefit the creation of a congenial environment for the workplace to be both supportive and productive.
Most of those who helped with these views considered the following ‘dos’ as being critical aspect that ensures a successful integration of the new manager into the team.
Do’s (in no order of priority)
Build a rapport and a relationship of trust and respect with the team.
Retain the big picture in mind. Have a good macro view of things while possessing ability to roll up sleeves and do the most menial work If and when required.
Gain quickly a deep understanding of the organisational ethos. Figure out if each resource is being optimally utilised.
Should have a clear picture that his success is no longer about what he can do on his own but so it is now about what others can do for him. For this purpose, he must chart out clear future strategy where each individual knows with clarity of what is expected and no issue is left to ambiguity.
Explain clearly attributes of success, the need for improved or different skill set.
Must display extreme patience while trying to absorb the new culture and environment.
A new manager should try to understand his team members’ personalities hotspots and ideas that propel their fancy and interest. This will help in managing a far more cohesive and efficient team.
Whilst setting goals for himself and the team, a good element of personal development should remain in focus. Personal grooming, enhancement in qualification, creating healthy work-life balance are a few of the aspects a new manager would pay attention to. The idea here is that emotional management of available human resource is critical for it involves human emotions and sentiments. Any amiss in this context is always costly resulting in discontent and resentment.
Must expunge himself of the ‘old environment’ and its requirements and replace it with more openness to embrace the new climatic condition. This transition has to be fast.
Must be an example for others to emulate. And that is possible if he remains coachable, receptive to be being ready to learn and unlearn and relearn. This is so especially true for those who wish to move up the corporate ladder. They remain organization’s pivot. Insecurities if any, should be set aside.
Learn to be a good listener. Avoid being known as the ‘talker’.
He should build confidence in his own self and help others follow suit. This is best done by being consistent in encouraging diversity of thought. Realise that you can never be some’ Mr. Know-it-all’ person.
Respect the team’s creative side by permitting all individuals to think and voice their views, independently. This free format conversation helps creative conducive environment.
The manager must develop in good time unanimity and synergy on how to develop singular objectives between opposite teams. If the teams get respect from their manager it will seldom spare an effort and hence would never let the manager down.
Guide more and do less. Don’t do micro management. Never permit upward delegation. The new manager must spend time in guiding, developing strategies and plans and a much less time in pencil pushing.
Invest time in communicating with clarity, goals and objectives.
Do more follow up and an unbiased accountability.
Delegate at best the entire function but never the responsibility.
Give periodic feedback to let colleagues know what’s going right and what is not.
Respect all. Develop trust by gaining and imparting knowledge with character and integrity.
Don’t neglect acknowledgement of excellent performance. Always give the due credit.
Treat all with dignity and respect.
Spend initial week into understanding the work flows, styles, strategy and plans with humility. Give time to oneself to settle in and avoid temptation to making sudden and significant changes.
If a decision is called in the initial weeks, the new manager must be in possession of the art of making others in team convinced through intelligent questioning and reasoning. Decision without buy-in by team mates gives no good results.
A new manager must assert his authority slowly and subtly. A good archer is not known by his arrows but his aim.
Anybody new to assignment as a leader of people must bear in mind that while the ‘don’ts are few but the dos are more. It is the small rain that lays great dust. So move slowly and continuously. In evaluating the ‘don’ts and ‘Nevers’, remember that a small leak sinks the largest vessel.
Possessed with a spirit of ‘can do’ attitude a new manager can settle in quickly with his colleagues; mere will is no skill, it is meditated action that gives cohesion with other human beings.
The writer is a senior banker and freelance columnist
