10 Mistakes New Managers Make At Work

Getting a management job is a big deal. You are growing in your career and getting recognized for all your hard work and achievements. But being a good manager requires more than experience and an impressive resume.


We’ve all had managers at different points in our careers, and let’s be honest: some, if not the majority, aren’t good managers. And that’s okay. Not everyone is cut out for a management position. But if you recently got hired as a manager at your company, you probably want to be the best manager you can be.

Here are 10 mistakes new managers make at work that you should try to avoid:

1. Acting too quickly

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New managers often believe they have to change everything. They stamp their own ideas on every policy, procedure and rule. And if policies and rules do not exist, they are eager to create new ones.

They operate on poor performance assessment data. They are immediately compatible Colleague friends For important assignments, schedules etc. They want to create their “own team” as soon as possible.

2. Acting too slowly

The new manager is speaking in a meeting

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Other new managers work too slowly—buying into the “we’ve always done it that way” mindset. This is especially true for new managers with no management experience Very little experience with the company (eg, a new manager hired from outside the company).

Managers report that they intend to “wait a year or so” to learn how things work in the organization so that “my employees can get to know me.”

3. Failure to assess properly

The new manager compares notes with a colleague

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This fallacy contains the solution to the paradox of the first two fallacies—the “correct” solution. The new manager must assess the state of the organization, the expectations provided by senior management, and the strengths and weaknesses of the department and each employee (hopefully, focusing more on strengths).

Usually, the new manager is charged with solving some specific problems. Ignoring them is fatal. Not getting to know each subordinate personally, knowing their strengths and meeting them to get their input is equally fatal.

4. Action on old performance appraisal data

A new manager discusses a problem with two employees in a meeting

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Performance appraisal data are fundamentally flawed by rater bias. Appraisal data reflects more on the previous manager’s performance than on the employees being rated. Spending hours reviewing old performance ratings on subordinates is a waste of time.

If a previous manager was promoted due to successful management of your new team, ask that manager a few general questions about each member of your team. A new team. For example, ask: “Would you always choose (or rehire) this person for your team?”

If you are replacing an unsuccessful manager, see the mistake below.

5. Focusing on weaknesses, not strengths

The new manager leads the business meeting

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Solving critical problems may be a top priority (eg, poor customer service). But if you focus on weaknesses instead of strengths, you are less likely to succeed in solving problems.

If you can’t objectively measure a team’s strength using an estimate Clifton Strengths Assessment Then interview members about their strengths. Ask each of them how they best contribute to themselves.

6. Failure to communicate

The new manager communicates with the employee during the meeting

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Yes, it’s a classic movie line, but it could be number one on this list. Too often, new managers get locked into learning mode to read policies and procedures. They want to “understand things” before they tell their new team anything.

The solution is simple: Communicate now and communicate often. Give your team a chance to learn about you as you learn about them. Let them teach you Communication style You learn their styles.

7. Failing to ask questions

New manager on laptop thinking about his mistakes

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“If I ask questions, it shows I don’t know what to do.” It’s scary, but it’s not unusual.

Many new managers fail because of inaction and action Failure to ask. Some of the most successful managers I know are very curious—asking questions of their bosses, other managers, and members of their team. They have the curiosity of a two-year-old and ask, “Why?”

8. Treating everyone the same

The new manager calls a team meeting

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The biggest mistake that all managers, not just new managers, make is trying Motivates all team members Likewise – or imagine that they are motivated by what you think “motivates everyone”.

Motivation includes some common elements familiar to anyone who actually studies performance, and some misconceptions that managers commonly follow by mistake. The solution is to understand your team members’ strengths. That way, you’ll know more about how to best motivate each person on your team.

9. Having a ‘My way or the highway’ attitude

The new manager complained over the phone

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New managers often believe they are the all-knowing decision makers for the team, failing to do the job is about developing people into top performers and not being a “I can do it myself” manager.

In today’s multi-skilled workforce, a manager has less knowledge about a specific job/technology. The solutions are communicating, asking and listening!

10. Fear of fire

An employee was fired during a new manager meeting

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New managers are often challenged by Red Scott’s “hire smart, or manage tough” dilemma, a situation created by them or a previous manager. Managers must know when and how to make decisions that someone is unwilling (legitimately) to meet performance goals.

A common refrain: “I knew I should have fired him/her a long time ago.”

Favorite Management Quote: “Management is now where the medical profession was when it was decided that working in a drug store was not adequate training to become a doctor.” – Lawrence Appley

The ultimate solution to these 10 mistakes new managers make is proper training! We wish you the best in your management position and hope you get the training you need to be the best manager you can be.

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This article was originally published on an earlier date.

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