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by support
give them respect & Trust to get it
don't always give them order just do it but ask for help plz do that with me or for me
If you've recently found yourself in a managerial position and have no idea what you're doing, don't worry: You're in good company. Most first-time managers are stellar individual performers who are highly effective at delivering results on their own. However, they likely have little-to-no experience getting things done through other people.
Thankfully, there's an entire industry devoted to helping you become the manager everyone wants to work for. We spoke with Jerry Hauser, CEO of The Management Center in Washington, D.C., to get some practical tips on how new managers can delegate like a seasoned pro.
Don't make it a popularity contest. Focus on results.
According to Hauser, the first thing new managers should do is "get clear on why you're getting paid the big bucks." While you may be the most sociable guy in the cubicle, chances are good that you aren't being promoted to keep people happy and make new friends. You were promoted so that you could deliver a certain set of results, and sustain and grow those results through the effective management of your group. "We see a lot of new managers who get so hung up on wanting to be liked or wanting to be popular," Hauser says, "that they don't end up delivering what they're supposed to deliver."
If your team is running a user survey for a big client meeting, you need to make sure those results are on your desk with time to spare, even if that means keeping them late to get it finished. Be considerate of your team's time, of course, but don't forget: Besides managing your staff, you have your own work to deliver, and more importantly, your own boss to keep happy. So while it might not put you in the running for Most Fun Boss of the Year, remember that your first responsibility is to the company that gave you this opportunity.
Provide a road map, and stay within reach.
How do you go about delivering results? Most new managers take one of two approaches: Either they assume their teams are completely self-sufficient and need no guidance whatsoever, or they think they're dealing with utter incompetents who can't do anything without significant hand-holding. Both of these approaches typically end up causing more work for you in the long run.
Hauser advises managers to guide more and do less. "Spend more energy on the guiding than most managers do," he says, "and you'll get to spend less energy actually doing the work yourself." What does that look like in practice? Hauser suggests using something called the Delegation Cycle:
Step1: Lay down the law.
When you give a team member a project, don't just do a quick rundown of what you want and when it's due. "Invest the time in sitting down and saying, 'Let's be really clear and talk through what success looks like on this,'" Hauser suggests.
In other words, what would it take to delight you? What are the key components of this project that must be included, and what extra step could your staff take that would make your life a whole lot easier? Give them quantitative and qualitative targets to aim for, but let them figure out how to get it done. Your team will feel more empowered to take initiative - and you'll do less of the legwork.
Step2: Don't go AWOL.
After you assign a task, don't disappear. "So often new managers think that's it: 'I've had a conversation with somebody, I've asked them to do something, my piece here is done and now it's up to them to deliver,'" Hauser says. Inevitably, they learn the painful lesson that assuming things will happen the way they're supposed to without some continued guidance is a recipe for disaster. "Even incredibly well-intentioned, skilled staff members will deliver something different from what you expected if you're entirely hands-off through the process."
Staying engaged doesn't mean suffocating your team. After all, Hauser notes, "you don't need to eat the whole pie to know what it's going to taste like." Instead, take a slice of the pie. Check in at key points along the way to see how the work is shaping up. If it's a memo, ask for a bullet-point outline so you can see the direction he's going. If it's a fundraising appeal, ask to see the first paragraph. That way you can keep your hands in the process just enough to ward off any major structural or miscommunication errors before it's too late.
Step3: Connect the dots for next time.
The report is in, the event is over, the case is closed, but... your manager responsibilities are not quite finished. Whether your team executed the project without a hiccup or the whole thing was a complete disaster, it's now your job to turn it into a learning experience for the next time.
Build debriefs into the process so that your staff comes to expect both positive and constructive feedback on a routine basis. This helps to reduce the fear associated with feedback and sets expectations for performance on the next task. "It can be a quick chat on the way home from an event or an hour-long debrief after a major project," Hauser says. Either way, the reviews let your team know you mean what you say, and that when you ask them to do something at a certain level, that's what you expect every time.
Step4: Consider the best approach on a per-project basis.
The same delegation techniques won't be applicable for every situation. Before you hand out a project, assess the stakes involved and evaluate the team member who'll be carrying it out. "If it's a brand new staff member who's never done something before, and it's high stakes - you're delivering something for the CEO of the company or for a major client - you're going to be really hands-on along the way," Hauser says.
Conversely, "if it's a staff member who's done something a million times before, they're highly skilled at it, they're motivated to do it, and/or it's not the most high-stakes project, then you're going to be a little more hands off on the project."
Put "manage team" on your to-do list - literally.
Now that you've gotten your team working seamlessly, it's time to build management techniques into your schedule, so they don't get pushed aside by your own day-to-day tasks. While check-ins, debriefs, and expectation-setting can happen on an ad hoc basis, Hauser suggests designating a set time at the beginning of each week to go over your team's workload and track progress on ongoing projects. That way, if something comes up and you don't have time to debrief after an event or a major deadline, you have a safety net built in so you can still give your staff constructive feedback on schedule.
Good management takes years of practice, but so long as you understand the basic fundamentals, you'll be able to do your job effectively and ensure your team can do theirs.
1) Ask yourself and others how you, as a first time manager, can be a good manager. Simply asking this question puts you straight into the top quartile of managers.
2) Once an hour at work, reducing eventually to once a day, say to yourself. "As the manager, my job is to be the servant of my team. How can I help them do their jobs better?"
3) At the risk of immodesty, read all the posts I've written on this forum. I answer a lot of questions on this topic. If you have follow up questions, post them here.
4) Read "The Prince" by Machiavelli
Watch other managers are learn what to do, and not do, from them. Keep an open door to employees. Sometimes practice MBWA, management by walking around, you can learn a lot that way.
At the Outset, Thanks for inviting me to answer !!!!! Very good question , First timer in anything will have the same feeling universally , like butterflies in stomach, little nervous , eager to prove themselves, etc etc......Just relax and do your home work on what you expect others to do , what contribution you expect from your team individually and collectively, communicate everything you have in mind with them and wait for their suggestions, assign task carefully and follow them watchfully, support them whenever they need anything from you, motivate and encourage them to perform and give cent percent.
Remember nobody is perfect in this world everybody is a student and learning from each other and improvising with what they learned. This will help you a lot apart from boosting your morale .
Take all blame on your shoulder and give credit to others from every success. Team-work and team building is very essential to prove your leadership quality, A leader is as good as his team.
I agree with Mr. Vinod Jetley good answer. Thank you.
A Manager should Leave an impression to be well experienced, well educated and Sincere with the company and its employees... Being a manger should never show that you are learning how to be a manager...
Approaching that of your employees
And trying to understanding them
On the way to work
And determine a plan for the advancement of work
With the participation of all work items
I fully agree with the answers been added by EXPERTS....................Thanks.
