Ballot Box

The fear twisting in John ’s stomach turned into elation. After all the years of dedication to doing a good job, his efforts are finally rewarded. He went home that night and told the good news to his wife, the kids, the neighbors and the family dog. John even called his mother across town and emailed his sister in Peoria to tell them about the promotion. He is a manager – A BOSS! Life is good. The euphoria continued for a few weeks and then slowly began to disappear. New feelings surfaced. Feelings of doubt, confusion and frustration began to dominate John’s work life. He quickly began secretly wishing he had never received the promotion. Life was good in his old job; that meeting with the boss all those weeks ago was trouble, after all.

Unintended Consequences

What happens from here? In some instances, the new manager muddles along just getting by in the new role, and may eventually quit or ask to be returned to their old job. In other cases, the new manager slowly develops good management skills and, over an extended period of time, becomes quite effective, though the road is long.

Fortunately, there are steps that can be taken to minimize the problems that often go along with the transition from line worker to manager.

First, look at where managers come from. Some of the characteristics that employers look for in determining who should be promoted include the facts that an employee:

There is nothing wrong with these traits. They would be desirable in an employee no matter what his or her job. They do not, however, indicate success as a manager. As with any job, there are certain skills that must be learned and developed to become an effective manager.

An employer would not turn over the operation of a highly complicated machine to an employee who has not been properly trained, yet employers constantly put untrained individuals in charge of the most complex things in the workplace – other human beings.

Next, examine some of the changes an individual must cope with when becoming a manager. A major change is the difference in workplace relationships and dynamics. Assuming the individual is promoted within his department, his former coworkers are now his employees. They will view him differently and he will view them differently. He may find that he is no longer asked to join them for a beer after work or, when he comes upon a group of his former peers, their conversation may stop. In that latter situation, the new manager may feel they were talking about him – and he is probably right. Also, his former superiors will probably treat him as an equal but with reservations. For a period, the new manager will probably feel as if he is in supervisory limbo, caught somewhere between being a line employee and a boss.

When a person becomes a manager, he crosses a workplace line. He goes from a position of seeing the workplace in one way, doing a specific job, to a position that must have a broader understanding and awareness of the total workplace. He now has to deal with such things as deadlines, budget controls, problem solving and legal compliance.

Groups on both sides of the line will be watching and evaluating his transition from line worker to manager. On one side, his employees will be watching to see how well he uses his new authority.

He could use it like a hammer to create an oppressive feeling in the workplace, or try to be the “good old boy” who is easily manipulated by his employees. Or he could set and enforce fair expectations while balancing the needs of the employees he supervises. On the other side of the line, his new peers will be judging how well he leads his department and fits into the management team, and watching to see if he becomes an asset or a road block in achieving the overall goals of the department and the organization.

Another challenge a new manager must face is understanding and adapting to his new role. He has now crossed the line of “doing things” to “getting things done.”

As a line employee, his duties are normally clearly defined – he repairs equipment, blades roads or prepares reports. These are “hands on” tasks that show immediate results and give immediate feedback as to when the job was done well. As manager, his primary responsibility is to oversee and direct the work of others. There is not a clearcut criterion to indicate successful performance – his work standard is not to personally produce 100 widgets per hour but to see that other people are producing 100 widgets per hour. As a result, many new managers will step in and start doing another employee’s work because they can “do it better” or “do it faster.” What they are really doing is trying to move back into their former comfort zone of “doing.” This is counter-productive in two ways. It not only delays the development of the skills of the employee whose work he is doing, but it also tells the employee that the manager has little confidence in him. However, a wise manager also knows that there are times when he should step in and help with the production work. This is when such action would be of benefit to all the employees, such as completing a project so everyone can get off work on time or meeting a production goal that would result in some type of reward for all employees.

So now that there’s a basic understanding of the challenges and changes new managers face, what can be done to ensure a successful employee-to-manager transition?

Planned Preparation

Rather than just dumping a person into a manager’s job, carefully lay the groundwork so that when the promotion occurs, the employee steps into his or her new role with some level of comfort and understanding of what the job and expectations are. In some departments, usually smaller ones, there may be an heir apparent to the manager’s job. In larger departments, there may be several people being viewed as possible candidates for promotion. In either case, it is important that those staff members be carefully groomed to ease that change from line employee to manager.

Most employees being considered for promotion have the technical skills needed for the job. By coming up through the ranks, they have had the exposure that gives them a working knowledge of the department’s operations and various jobs. They may not know exactly how each machine is operated or each report is generated but they are aware of what level of result is acceptable from those who are doing the hands-on work. Generally, this is an area in which minimal development is needed for the prospective or new manager. For the new manager, having an understanding of the role of management, and how it differs from that of the line employee, is essential. Knowing and having a clear definition of the functions of management will help build a foundation for success in the new role. This would also encompass an understanding of the types of management and leadership styles and with which employees and in which situations each is most effective. A manager must also understand the internal workings of his employer. He not only has to know how his department operates but must be able to see how those operations affect and are affected by the operation of other departments. He must understand the lines and methods of communication. Are things normally done face-to-face or through memos? Is the structure formal (allowing communication with only certain individuals) or relaxed (encouraging communication directly with anyone who may assist in addressing the current situation)? There is also the day-to-day paperwork that is part of the manager’s job. This includes such things as budget preparation and control, reports, time sheets, and supply requisitions.

The manager’s job becomes even more complex as we look at the human side of management. Most workplaces offer a diverse workforce that represents a variety of cultures and generations. Understanding the differences in personal values and motivational factors of different employees is one key to successful, productive management.

The old management adage that “all employees should be treated the same” needs to be changed to “all employees should be treated equally but not the same.” What this means is that, while the manager should be fair and equal in dealing with all employees, it is just as important to recognize and respond to their individual differences. For example, one employee may do his best work when allowed to work autonomously, while another may function best through group interaction and frequent feedback. Since most people tend to project their personal values onto others, recognizing and learning to use the differences in employees is not something that comes naturally and must be developed.

Effective communication is another skill essential to good management. This has nothing to do with how well we use grammar but, instead, whether our employees are receiving and understanding the messages the manager sends. This ability is extremely important in giving instructions, establishing expectations and training employees. However, effective communication is not a one-way street. Establishing a workplace environment in which employees feel free to speak with and bring issues to their manager is also an essential skill for managers. Employees who feel comfortable in speaking freely with their manager can play an essential role in problem recognition and solving. Again, effective workplace communication is not a skill that normally comes naturally and therefore must be learned.

There is a less-pleasant side to management that new managers must handle. This involves dealing with problem employees, which may involve everything from light discipline up to termination. Understanding the elements of documentation, knowing the levels of discipline and the circumstances in which each would apply, and being able to terminate the unsalvageable employee without creating a liability are all part of the manager’s job. At the front end of this process, a manager needs to know how to recruit, interview and select employees without violating, or appearing to violate, a number of federal laws that protect individuals against employment discrimination. To be effective, a manager must establish credibility and generate loyalty with his staff. It has been said that most employees don’t quit a job, they quit their supervisor. Employees who work for a manager in whom they have trust and confidence are more likely to stay with that manager even when better job offers come along. While a person’s normal personality may help them develop a level of trust to some degree, further development in understanding the skills necessary to do so should be part of the new manager’s training.

When an employee moves into a management position, a plethora of federal legal issues come into play. In the past few decades, the number of laws affecting the employer- employee relationship has increased significantly. As a manager, an individual is in a position to create a tremendous liability for his employer, and in some situations, for himself, if there is a violation. Some of the key laws that a manager needs to have a working knowledge of are the Civil Rights Act of 1964, the Age Discrimination in Employment Act (ADEA), the Americans with Disabilities Act (ADA), the Fair Labor Standards Act (FLSA), the Family and Medical Leave Act (FMLA), the Texas Workers Compensation Act and the Uniformed Services Employment and Reemployment Rights Act (USERRA). Being aware of the basic rights employees have under these laws and knowing when to refer an employee to a more qualified authority, such as the human resources department, can save the employer and the manager a great deal of grief.

Training, Training, Training

We have looked at the problems faced by many new managers, as well as the skills and knowledge an employee should have to ease the transition to management. Training is the key to how those skill and knowledge can be obtained. The employer is in the best position to train on internal organization, operations, policies and procedures. This training can be described as “this is who we are and this is how we do things.” It may be obtained through formal training provided by the employer, by the process of having the new or prospective manager visit with the leaders of the various departments or by a combination of both. Also, a modified mentoring program in which a new manager works with an experienced, successful manager can be beneficial. As the new manager faces new challenges and problems, the mentor can help guide him through the analysis and decision making processes.

Training on conceptual and human skills can be provided by outside resources. Many professional organizations (such as the American Management Association), local colleges, and commercial training organizations offer a wide range of courses on management skills. These range from one-day workshops focusing on single topics to multi-week programs that provide intense training in all the basic areas of management. These are generally high quality and can be invaluable to the person who has had little or no training in management. In situations where it is known well in advance that a management position will open, as in the case of many retirements, early selection and announcement of the person who will be filling the position can help ease the transition. This will allow the new manager to work with the incumbent to become more familiar with the job, allow for the transfer of duties to begin, and help the staff adjust to and accept the new role of the incoming manager.

There is no way to guarantee that a new manager will be successful but the chances for success will be increased if he or she has been trained in the skills necessary to handle this new role. As stated earlier, failure to prepare an employee for the role of manager often results in losing a good employee and gaining a bad manager.

Skills for Effective Managers

In moving to a management position, an employee needs a broader range of skills than was needed as a line worker. The three skills a manager must have to be effective are:

Technical – An understanding of the jobs supervised, the processes and problems involved in performing them and the ability to recognize when a job is being done effectively and efficiently. Generally, new managers have good technical skills since their own ability as a worker is one of the reasons for promotion. It is not necessary for the manger to be able to perform all the jobs under his or her supervision better than any other employee, but the ability to know when they are being done well is essential.

Conceptual – The ability to see the “big picture.” It involves an awareness of the relationship of the jobs within the manager’s department and other departments within the organization and the impact they have on each other. Depending on the level of the manager within the organization, it may also involve being aware of the impact outside influences have on the organization’s operations.

Interpersonal – The ability to relate to and work with individuals at all levels of the organization. It includes motivating and leading employees to do a good job, effectively dealing with problem employees, developing good working relationships with other managers, and having strong communication skills. It also involves developing a positive working relationship with the manager’s supervisor. In addition to having the three basic skills, a manager needs to know and understand the functions of supervision and management.While the terms may vary in their designation, it is generally recognized that there are four key functions of management. These are:

Planning – Setting goals and then developing strategies to achieve those goals.

Organizing – Bringing together the equipment, resources, and personnel necessary to carry out the strategies under the planning function. It also involves breaking the work into specific activities and assignments necessary to achieve the goals and objectives.

Directing – Training staff, making work assignments, dealing with problems, measuring work, and taking steps necessary to activate and continue the work plan. At this stage, the manger also coordinates his department’s activities with those of other departments working toward the same goals.

Controlling – Measuring progress, determining how it compares with the plan, and taking corrective action when necessary. In carrying out this function, the goal of the manager should be to meet the objectives developed in the planning stage within the established time frame while maintaining a highly motivated and productive workforce.

Tips for Building Workplace Credibility

The good supervisor is aware of the fact that the people who can do the most for his or her career are the people whom he or she directly supervises. The effectiveness of a supervisor is determined by the amount and quality of work produced by his or her staff. One role of the supervisor is to motivate employees to do a good job.

While it may be possible to force people into producing quality work for a short period, leading people to do quality work has longer lasting and more effective results. To effectively lead employees, the supervisor must create a feeling of trust and confidence toward himself or herself on the part of employees, basically to establish credibility.

The following tips will aid the supervisor in establishing the level of credibility, and thus the leadership, needed for success:

Set reasonable expectations;

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