The quick answer is: It’s about both you and your team. There are two ways to look at your new role.
First, it’s about you. It’s about you in terms of your ability to show the way, provide hope, stay optimistic, and be a positive role model. It’s about your willingness to listen well to your people and hear their concerns and new ideas. It’s about you having the courage to say what needs to be said—to your people, your peers or your boss—on behalf of your team. It’s about you using your corporate machete to create career paths for your people through your company’s jungle. It’s about teaching and explaining (again) and supporting and encouraging (always). It’s about noticing the true condition of your most valuable corporate resource—the people under your care.
Second, it’s about them. Are your people’s roles and goals clear? Do they have a voice and a forum with you to express themselves? Your direct reports are ambitious. They want to know they can trust you with their careers and that you have their best interests at heart. They want to know their time with you is well spent. They want to know the vision and the plan. They want to learn and grow. It’s about them and whether they stay—stay working for your company, stay with you in your department, stay loyal, stay engaged, stay positive, stay current, and stay successful.
No one says becoming a good manager is easy. But it’s not so tricky if you believe at your core that your job is to help others succeed and that, by so doing, you too will succeed. Ken Blanchard asks this question to those who aspire to leadership: “Are you here to serve or to be served?” Your response to Ken’s question will set the tone for your new management career.
For new managers, there are many ways to leave a positive mark. Look at what your people need from you and look inside yourself for ways to meet their needs. Ironically, meeting their needs will, in turn, meet your needs as a new manager.
About the author:
Cathy Huett is Director, Professional Services at The Ken Blanchard Companies. This is the second in a series of posts specifically geared toward new and emerging leaders.