Basics for New Managers and Supervisors to Manage Themselves
© Copyright Carter
McNamara, MBA, PhD, Authenticity Consulting, LLC.
Adapted from the Field Guide to Leadership and Supervision.
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(This page is referenced from Basic Overview of Supervision.)
Role of New Manager or Supervisor is Often Very Stressful
The experience of a first-time supervisor or manager is often one of the most trying in their career. They rarely have adequate training for the new management role -- they were promoted because of their technical expertise, not because of their managerial expertise. They suddenly have a wide range of policies and other regulations to apply to their subordinates. Work is never "done". They must represent upper management to their subordinates, and their subordinates to upper management. They're stuck in the middle. They can feel very alone.
Everyone in management has gone through the transition from individual contributor to manager. Each person finds their own way to "survive". The following guidelines will help you keep your perspective and your health.
Monitor your work hoursThe first visible, undeniable sign that things are out of hand is that you're working too many hours. Note how many hours you are working per week. Set a limit and stick to that limit. Ask your peers or boss for help.
Recognize your own signs of stressDifferent people show their stress in different ways. Some people have "blow ups". Some people get very forgetful. Some people lose concentration. For many people, they excel at their jobs, but their home life falls apart. Know your signs of stress. Tell someone else what they are. Ask them to check in with you every two weeks to see how you are doing. Every two weeks, write down how you are doing -- if only for a minute. Stick in it a file marked "%*#)%&!!#$".
Get a mentor or a coachIdeally, your supervisors is a very good mentor and coach. Many people have "been there, done that" and can serve as great mentors to you.
Learn to delegateDelegating is giving others the responsibility and authority to carry out tasks. You maintain the accountability to get them done, but you let others decide how they will carry out the tasks themselves. Delegation is a skill to learn. Start learning it.
Communicate as much as you canHave at least one person in your life with whom you are completely honest. Hold regular meetings with staff -- all of them in one meeting at least once a month, and meet at least once every two weeks with each of your direct reports. A common problem among new managers and supervisors (or among experienced, but ineffective ones) is not meeting unless there's something to say. There is always something to communicate, even if to say that things are going well and then share the health of your pets. New managers and supervisors often assume that their employees know as much as they do. One of the first signs of an organization in trouble is that communications break down. Err on the side of too much communication, rather than not enough.
Recognize what's important from what's urgentFix the system, not the problem. One of the major points that experienced manages make is that they've learned to respond to what's important, rather than what's urgent. Phone calls, sick employees, lost paperwork, disagreements between employees all seem to suddenly crop up and demand immediate attention. It can seem like your day is responding to one crises after another. As you gain experience, you quit responding to the crisis and instead respond to the problem that causes the crises. You get an answering machine or someone else to answer the phone. You plan for employees being gone for the day -- and you accept that people get sick. You develop a filing system to keep track of your paperwork. You learn basic skills in conflict management. Most important, you recognize that management is a process -- you never really "finish" your to-do list -- your list is there to help you keep track of details. Over time, you learn to relax.
Our society promotes problem solvers. We solve one problem and quickly move on to the next. The culture of many organizations rewards problem solvers. Once a problem is solved, we quickly move on to the next to solve that one, too. Pretty soon we feel empty. We feel as if we're not making a difference. Our subordinates do, too. So in all your plans, include time to acknowledge accomplishments -- if only by having a good laugh by the coffee machine, do take time to note that something useful was done.
Delegation at http://managementhelp.org/leadingpeople/delegating.htm
Decision Making at http://managementhelp.org/personalproductivity/problem-solving.htm
Organizing Yourself at http://managementhelp.org/personalproductivity/organizing-yourself.htm
Problem Solving at http://managementhelp.org/personalproductivity/problem-solving.htm
Time Management at http://managementhelp.org/personalproductivity/time-stress-management.htm
Getting Coached at http://managementhelp.org/leadingpeople/coaching.htm#anchor4294655486
Getting a Mentor at http://managementhelp.org/leadingpeople/mentoring.htm#anchor4294745062
Assertiveness at http://managementhelp.org/personalwellness/assertiveness.htm
Attitude at http://managementhelp.org/personalwellness/improving-attitude.htm
Burnout at http://managementhelp.org/personalwellness/burnout.htm
Cynicism at http://managementhelp.org/personalwellness/cynicism/index.htm
Emotional Intelligence at http://managementhelp.org/personalwellness/emotional-intelligence.htm
Financial Fitness at http://managementhelp.org/personalwellness/personal-finance.htm
Job Satisfaction at http://managementhelp.org/personalwellness/job-satisfaction.htm
Motivating and Inspiring Yourself at http://managementhelp.org/personalwellness/self-motivation.htm
Physical Fitness at http://managementhelp.org/personalwellness/physical-fitness.htm
Self-Confidence at http://managementhelp.org/personalwellness/self-confidence.htm
Stress Management at http://managementhelp.org/personalproductivity/time-stress-management.htm
Work-Life Balance at http://managementhelp.org/personalwellness/work-life-balance.htm
For the Category of Supervision:
To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.
Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.
General Information About Supervising Other Individuals
- Field Guide to Leadership and Supervision in Business
- by Carter McNamara, published by Authenticity Consulting, LLC. Provides step-by-step, highly practical guidelines to recruit, utilize and evaluate the best employees for your business. Includes guidelines to effectively lead yourself (as Board member or employee), other individuals, groups and organizations. Includes guidelines to avoid burnout -- a very common problem among employees of small businesses. Many materials in this Library's topic about staffing are adapted from this book.
- Field Guide to Leadership and Supervision With Nonprofit Staff
- by Carter McNamara, published by Authenticity Consulting, LLC. Provides step-by-step, highly practical guidelines to recruit, utilize and evaluate the best staff members for your nonprofit. Includes guidelines to effectively lead yourself (as Board member or staff member), other individuals, groups and organizations. Includes guidelines to avoid burnout -- a very common problem among nonprofit staff. Many materials in this Library's topic about staffing are adapted from this book.
The following books are recommended because of their highly practical nature and often because they include a wide range of information about this Library topic. To get more information about each book, just click on the image of the book. Also, a "bubble" of information might be displayed. You can click on the title of the book in that bubble to get more information, too.