But now is the time people will watch to see if you deserved the promotion. New managers need to keep up the pace to demonstrate that they were the right person for the job and to gain or keep the respect of employees and co-workers. Bonus: What kind of a leader are you?
I think balance in this area is key and think it might be a career-long effort!
Related to your 2nd and 4th points is not delgating or poor delegation. Some new managers find it hard to move away from doing everything themselves, and then run the risk as being seen by their team as not trusting them by not giving them work. The other danger is to start delegating work to your team with little or poor direction. It also takes practice to find that right blend of letting your team know what you want from them without telling them how to do the work.
Excellent points. One thing that I constantly struggle with though is my own perception of my productivity. It takes quite awhile to come to terms with how the manager position has to measure productivity differently than when one was in the staff position. I completely agree with Pat! It does take a while to adjust to that, and I still have to remind myself of that every so often. Great points Pat and Lindsey! Manage the system, lead your people. No doubt leading and managing requires sacrifice.
Sacrificing your time due to serving your teammates first over your own 2-do list. However, this investment will pay off as your team becomes more productive due to your leadership, resulting in less 2-does on your list. Excellent points Linda! Leading and Managing are very different and often times lumped into the same big pile. The problem being that the only thing the person really knows is how to work the processes they are now to manage.
5 Mistakes Every Manager Should Avoid
The step from working a process to managing a process is very small compared to the unspoken expectation of also providing leadership to the people who work the process they are to manage. This is all magnified by the fact that companies usually promote people who have demonstrated self-leadership.
Ok back on point!
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I totally agree a clear separation of Manager tasks and Leader responsibilites would be very helpful to those newly promoted to a management role. A lot of companies tend to have a lot of meetings, especially creative companies with pipelines to discuss and plan. The meetings can last all day. In my opinion, productive or not, this atmosphere creates frustrated managers who stay late because of the pressure. Excellent points…about some rookie mistakes every new manager makes!
Totally agreed with you Lindsey. Moreover, many of them even show their Mr. While this is an exciting time for you, have you stopped to consider the mistakes new managers make, and how you can avoid them? Name required. Email will not be published required. Notify me of follow-up comments by email. Express Employment Professionals is a leading staffing provider in the U.
Every day, we help job seekers find work and help businesses find qualified employees. In Recovery? Back to the Cubicle? Tiffany Monhollon March 16, at am. Scott Keegan March 16, at pm. Pat Hernandez March 17, at am. Lindsey Sparks March 17, at pm. Linda Sasser March 24, at pm. Thanks for posting. David Gibson March 26, at pm. John Trosko March 25, at am. Valerie Arca April 6, at pm.
Leena Kambonde July 29, at am. Arun Mahara January 5, at pm. Buyers buy benefits over features. Effective marketing and sales people know this. As a result, they sell more products in less time. They focus on unique benefits in their branding, product development and promotion strategies and executions.
Too many managers are good at directing and telling their subordinates what to do. Too few are good at listening. They are hearing customer complaints, learning what customers like and don't like about company products and competitors, getting ideas for new products, and absorbing all sorts of the other valuable information.
They should be trained to collect, analyze, and report this information to the decision makers so that they can make better-educated decisions. This typically does not happen because too many organizations don't have the knowhow or systems in place to listen to the marketplace and react quickly to the feedback. As an outgrowth of the previous mistakes, too many companies do not have sufficient competitive advantages to win. Their products become commodities. When that happens, just about the only strategy left is to compete on price.
There are many problems that result from competing on price alone. Here are just a few. Distribution strategies that ignore new technologies or make it more difficult for customers to obtain products under changing environmental conditions can spell disaster for businesses.
Many travel agents lost their added value when the Internet became a more convenient way for people to book their own travel. Uber invented a more convenient way to provide on-demand car service - hurting less efficient alternatives. Many retail stores and entertainment venues have suffered as a result of traffic and parking problems in congested metropolitan areas combined with the added convenience of online alternatives. Too many managers sweep problems under the rug rather than use customer complaints as a way improve their businesses. This is related to some of the other mistakes.
It is given its own mistake category because it is so important. Why is it important? Complaints are signals that should not be ignored. They are opportunities to fix product defects, extinguish fires before they turn into conflagrations and develop closer relationships with customers. The companies that ignore complaints are the first to fail during financial downturns, when disruptive competitors enter the market, or better alternatives become available. While there are many other common mistakes I could have listed, in the interest of your time, I chose these ten. Best of luck.
Tap here to turn on desktop notifications to get the news sent straight to you. Mistake 1: Focus on money rather than people. Mistake 2: Do what they know rather than know what to do. Mistake 3: Kill the healthy chicken to make soup for the sick chicken. Mistake 4: Target the wrong audience. Mistake 5: Fail to differentiate. Mistake 6: Communicate features instead of benefits. Mistake 7: Failure to listen and respond to the marketplace.
Mistake 8: Competing on price.
3 Not listening!
Gross Margins are too thin. When gross margins are thin, usually the only way to make money is to sell in volume. As a result, only the leanest and meanest companies can survive. In most markets, there is room for only one low price leader. They need scale to 1 Buy in volume to lower costs, and, 2 Survive unforeseen events. Targeting the least loyal. Customers that buy solely on price are usually the smallest and least loyal segment in most markets.
When a competitor offers them a lower price, they leave you in an instant and run to the competitor.
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Die from unexpected disasters. Only the bigger companies survive in a cutthroat competitive market because they need greater capital to cover unexpected disasters such as "bust" economic cycles financial meltdown of , natural disasters Katrina and Sandy , and competitive disruptions digital photography replacing film.
Mistake 9: Ignoring buyer convenience. Mistake Failure to use complaints to improve the business.
The Top 10 Mistakes Management Makes Managing People
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