Are You the New Manager?
Techniques, Guidelines, and Strategies for a Successful First Year
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Shadowing requires that you spend time with each employee. Here you observe the employee’s workday without judging or correcting. Observe the simplicity and complexity of their daily tasks. Take notes. And be an attentive listener, it is their time to talk. Start at the top; shadow the direct reports first. Be friendly but not too friendly. Encourage them to talk. You will be told of the problems encountered; absolutely do not promise to fix anything, just tell them that you will look into it. When finished shadowing, you will be able to put their comments, problems, and observations into perspective.
When all employees have been shadowed, take time to organize your notes and create summaries. During the course of the conversations, private and unsolicited personal information may be shared with you. Confidences must be maintained. Later on when you are making decisions and actively managing to solve the identified problems, keep in mind the level of trust you fostered. Some employees’ problems cannot be solved, some will require HR intervention, and some issues will test and push your management skills to the limit.
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About the Book
When you become a manager, you need proven strategies and advice to ensure your team meets expectations.
Two longtime managers draw upon their decades of combined experience in this guidebook to getting the job done during your first year as a manager. Whether you’ve just been promoted, been transferred, or started a new job, you’ll learn how to
• establish an organized work environment;
• create stability in the workplace;
• write a code of conduct for yourself and your employees; and
• organize effective meetings.
The authors also share case studies focusing on successful and unsuccessful managers. By applying lessons from real-life examples, you’ll be able to establish your authority, motivate underperforming employees, and appropriately reward superstars. When it comes time to hire and fire, you’ll also know what to do.
Use this book as a reference and refresher whenever you need to set performance goals, write a performance review, or hold employees members accountable. Stock your manager’s toolbox and prove that you’re the right person for the job with techniques, guidelines, and strategies to manage your team.
About the Author
Lee Bertrand began learning about management at his family’s dairy farm and excavating and construction business. He was a former Marine Corps officer, program director of the Bachelor of Science Program in Business Administration at the University of Redlands, vice president of a prominent bank in California, and dean of the Institute of Management Accounts’ Leadership Academy.
Robert Blanck has worked as a manager in diverse environments, including manufacturing, aerospace engineering, university graduate degree programs, urban and regional planning, distribution centers, and private business consulting. Additionally, he has earned a Lean Six Sigma Black Belt. For thirty years, he has watched successful and unsuccessful managers.