Challenges faced by new managers
One of my favourite quotes from Ralph Waldo Emerson is: “Do not go where the path may lead, go instead where there is no path and leave a trail”. For many newly appointed managers and team leaders, it's a similar choice they have to make as to work at outperforming their predecesor or charting their own course without damaging the effectiveness of their team, the credibility of their organisation or even their own reputation.
For this group of managers and leaders, promotion represents a double-edged sword. On one side, there's the opportunity to make an even larger contribution to the success of the organisation, while on the other side there's increased stress and greater fear of failure. Such stress and fear stem from managing larger teams, handling bigger budgets and dealing with coming under even more scrutiny at the higher echelons of the organisation and among key stakeholders, including clients.
In some sectors, e.g. finance and retail, newly promoted managers and team leaders can find themselves in the position of being mates on a Friday afternoon down at the pub, then having to delegate tasks to those ‘mates’ Monday morning as they are your direct reports. An unnerving situation for many, to say the least. So, here are my tips on how to reduce stress, increase effectiveness and improve team communication of managers identified for promotion.