Project ManagementRisk Management

5 Ways to Set Up Your New Managers for Success

At some point, you have probably thought to yourself, “Ugh, if only I could go back in time knowing what I know now!” Well, that is never going to happen, sorry. But you can at least help others not make those mistakes. In an article for, Morag Barrett highlights five ways you can help new managers you have promoted to succeed:

  1. Spending enough time grooming the new manager
  2. Understanding their “A” and “B” hats
  3. Encouraging them develop horizontal relationships
  4. Giving positive and negative feedback
  5. Encouraging them to delegate

Good Grooming Habits

It is very thoughtful of you to try to give new managers space to spread their wings, but it might be most thoughtful of you to keep giving them guidance. Schedule regular check-ins where you can discuss how they are doing in the new role. Likewise, allow them to tell you what they need from you in order to feel successful. Keep in mind that when it comes to IT, managers generally wear two hats—a leadership hat and a technical expertise hat. Coach new managers to know when the time is to be wearing each hat.

This actually relates to the fifth tip, in that good managers must know when to delegate low-value work instead of feeling an urge to take it on themselves. Help them make the distinction. Likewise, teach new managers the value of developing relationships across the business, with useful peers and stakeholders. You never know who might be able to provide a critical piece of assistance on a future project. And about wanting to give both positive and negative feedback, Barrett shares this:

In a Ken Blanchard Companies survey of over 1,400 executives, failing to provide appropriate feedback was the most common mistake that leaders make. Ensure that the feedback you provide is specific and describes the behaviors required for future success. Look for opportunities to celebrate success and provide feedback to your new manager focused on the future as well as “do differently” feedback that is focused on the past.

One can only hope these managers will ultimately be thankful for all the heartache you have saved them in their careers. You can view the original article here:

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