Being promoted to a role managing others is often a pivotal and important moment in one’s career, and yet new managers are consistently unprepared, left alone to take on a role for which they have not been prepared. Without training, many default to a familiar if hierarchical approach, choosing ‘boss’ over coach, friend over feedback, expectation over communication and in so doing, destroy any chance for building trust. But this does not have to be the case and, with just a little effort, the journey from boss to coach can yield the trust essential to effective management.
Not too long ago I did a 90-minute interactive strengths-based training for new managers. We covered three essential practices that, when implemented, will become key practices for their entire careers: First, the importance of being aware of and managing one’s own biases before managing others. Second, utilizing initial level-setting conversations on roles and responsibilities to get essential employee insights. Third, how to give effective developmental feedback. Together these three practices remove many of the assumptions that can cloud effective communication and allow trust, the keystone of any working relationship, to flourish.
Managing One’s Own Biases
Being self-aware is the first rule of managing others effectively. This is not just knowing what you do well, but it is equally important to understand your blind spots, areas of weakness you are unaware of and may impact your perception and management of others. Gallup’s book “It’s the Manager'' does a good job detailing managerial blind spots for the CliftonStrengths 34 talents. Another option is to ask colleagues for their input on what you do and do not do well. Once you know what your weaknesses are and when your blindspots show up, take the time to actively reflect, solicit additional feedback and ask mentors and coaches to help you work through challenges and practice key conversations. When you are a better manager of yourself, you can be a better manager of others.
Level Setting Conversations
Too often the initial conversation between a manager and a new employee is singularly focused on responsibilities and goals, missing an opportunity to get key info and insights on how to best manage and develop team members. An effective manager will use this initial conversation to create their “operating guide” to a new employee, containing not only the specifics of their role and responsibilities but also insights into the employee based on key questions, including: What does the employee believe they do best? How do they like to be recognized? How do they like to receive feedback? How do they prefer to be supported and what distracts them from work? In one hour a manager will not only be clear on the “what" of the work, but also “who” is doing the work and how they can be best supported and developed.
Developmental Coaching
While the idea of radical candor is currently getting a lot of attention, it is in-the-moment feedback that builds the long term trust that radical candor and other essential conversations depend upon. Developmental coaching allows managers to respond immediately in ways that support action, growth and, importantly, trust. It is not a time for “constructive” feedback or discussions that require more than 15 minutes of conversation. There are three essentials to providing developmental coaching: 1. It is provided in real time and specific to the moment; 2. It does not focus on what has gone wrong - no judgment - but is future-focused and names what could be improved next time 3. It is action-oriented, either by asking a question or providing advice that will result in an improved effort and action. While a seemingly small act, incremental coaching has outsized impact. By focusing on what is possible, it builds the foundation for trust and more significant feedback by providing much of what employees need: relevant and actionable feedback that helps the develop, grow and succeeded,
What founding management practices do you use in your career?
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