SA-55 Tips for New Managers eBook.pdf
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Transcript of SA-55 Tips for New Managers eBook.pdf
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55!Tips!for!New!Managers!
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Salwana!Ali!
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Copyright!©!2013!www.salwanaali.com!
All!rights!reserved!worldwide.!This!publication!is!protected!by!law,!and!all!rights!are!
reserved,!including!resale!rights:!you!are!not!allowed!to!give!or!sell!this!EHBook!to!anyone!
else.!If!you!did!not!download!this!publication!on!www.salwanaali.com,!you've!received!a!
pirated!copy.!Please!contact!us!via!eHmail!and!notify!us!of!the!situation.! !
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Table!of!Contents!
!Introduction"........................................................................................................."4"
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Purpose"................................................................................................................"5"
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55"Tips"to"Support"You"to"Embrace"Your"New"Managerial"Role"........................."6"
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Tracking"Your"Implementation".........................................................................."23"
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Your"Next"Step"..................................................................................................."30"
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About"the"Author".............................................................................................."31"
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Introduction!
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Congratulations" on" your" new" promotion" and" welcome" to" the" exciting" new" journey" of"
management!"
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This"eMbook"entitled"’55"Tips"for"New"Managers’"is"targeted"at"three"primary"groups"as"listed"
below:"
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• First"Time"Managers."
• New"Managers,"in"their"first"12"months"of"the"managerial"role."
• Individual"contributors"who"plan"to"be"managers"in"the"near"future."
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The"managerial"role"is"very"different"from"the"role"of"individual"contributors."
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For" instance," an" individual" contributor" such" as" a" TV" sales" executive" in" an" electronic"
appliances"company"is"expected"to"sell"TV."She"may"have"a"target"to"sell"50"TVs"in"a"month."
All" she" needs" to" care" about" is" her" own" performance." She" has" to" look" after" herself,"
understand"what’s"expected"of"her,"know"what"success"looks"like"for"her"role"and"execute"as"
required"to"achieve"the"expected"result.""
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While" her" Sales" Manager," on" the" other" hand" is" responsible" to" oversee" the" whole"
performance" of" his" department." He" has" to" help" his" subordinates" succeed" to" achieve" the"
overall"results"for"the"department."He"is"expected"to"set"directions,"build"relationships"with"
various" constituents" in" the" organization," solve" problems," manage" performance," and"
motivate"his"subordinates"and"many"others."
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Moving"from"individual"contributors"to"managers"is"a"transformational"process."You"have"to"
be"aware"of"the"differences"between"the"two"and"what"it"means"to"be"a"manager."The"key"is"
for"you"to"manage"the"transformation"process"effectively."You"have"to"be"ready"to"embrace"
the"following:"
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• Help"your"subordinates"to"succeed"in"their"roles"for"you"to"be"successful."
• Execute" multiple" roles" such" as" problem" solver," change" agent," arbitrator," decision"
maker,"negotiator,"persuasive"communicator"and"many"others."
• Your"focus"is"not"to"do"‘stuffs’,"but"to"facilitate"and"enable"your"subordinates"to"do"
‘great"stuffs’"by"providing"the"right"environment,"systems,"processes"and"support"for"
them"to"thrive."
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Always" remember"you"are" integral" to" the"whole" transformational"process."Hence," you"
need"to"be"aware"that"you"have"to"change"and"adapt"to"your"new"role"and"environment"
continuously."What"works"when"you"were"an"individual"contributor"may"not"necessarily"
work"when"you"are"a"manager."You"have"to"function"differently."
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Purpose"!
The" purpose" of" this" eMbook" is" to" help" new" managers" embrace" their" roles" speedily" by"
providing"55"tips"to"succeed"in"your"new"role"as"managers."
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Take"note"of"these"55"tips."Make"a"point"to"act"on"them"as"appropriate."I"am"sure"you"will"
reap"the"benefits"immensely.""
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55! Tips! to! Support! You! to! Embrace! Your! New!
Managerial!Role!
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1. Understand!and!internalize!your!organization’s!vision,!strategic!objectives!and!
critical!success!factors.!
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Make" sure" you" understand" and" internalize" your" organization’s" vision," strategic"
objectives" and" critical" success" factors." Have" a" conversation" with" your" direct"
manager"until"you"are"crystal"clear"about"these."Validate"with"him/her"on"his/her"
expectations" of" you" and" your" overall" department’s" contribution" to" the"
organization."Agree"on"specifics."
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2. Communicate! organizational! vision,! strategic! objectives! and! critical! success!
factors.!
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Communicate"your"organizational"vision,"strategic"objectives"and"critical"success"
factors" to" your" subordinates." Explain" clearly"what" it"means" in" relation" to" your"
department’s"contribution."Invite"them"to"ask"questions."You"want"to"make"sure"
that" everyone" in" your" team" will" have" the" same" understanding" of" the"
organization’s"vision,"strategic"objectives,"and"critical"success"factors"and"how"all"
of"you,"collectively"as"a"team"will"make"a"significant"impact"to"the"success"of"the"
organization."
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3. Set!direction!for!your!team!members!/!subordinates!(department).!
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Upon" clear" understanding" of" the" organization’s" vision," strategic" objectives" and"
critical" success" factors" and" the" type" of" contribution" that" your" team" needs" to"
make" for" the" organization," it" is" now" time" for" you" to" set" the" direction" for" your"
department."Articulate"it" in"a"language"that"everyone"can"understand"on"where"
you" are" heading" to" in" alignment" with" the" organization’s" vision," strategic"
objectives"and"critical"success"factors.""
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4. You!have!to!build!networks!with!numerous!groups!of!people.!
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You"need"a"lot"of"support"from"various"groups"to"be"successful"in"your"role."You"
need" supportive" team" members," peers," direct" managers" and" many" other"
constituents." Keep" an" open" mind" and" make" it" deliberate" to" establish" good,"
positive" relationship" with" all" the" different" groups" and/or" stakeholders" in" your"
organization."
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5. You!have!to!earn!trust!and!respect!from!your!subordinates.!
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When" you" first" take" up" the" role" as" a" manager," always" remember" that" your"
subordinates"are"observing"you"all"the"time,"every"time."Assuming"that"they"had"
had" bad" experiences" with" your" predecessor" before," it" would" have" been" even"
more" challenging" for" you;" you" walk" into" the" role" with" some" preconditioned"
references." Hence," it" is" critical" for" you" to" get" to" know" every" one" of" your"
subordinates,"understand"their"experiences"and"expectations."Likewise,"you"have"
to"clearly"communicate"your"expectations,"your"style"of"work"and"gradually"show"
your" interest" in" helping" them" to" succeed." Over" time," if" you" consistently"
demonstrate"that"you"are"there"for"them"and"the"organization,"they"would"then"
slowly"but"surely,"start"trusting"and"respecting"you."
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6. You!must!be!credible!to!exercise!authority.!
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Being"credible"is"about"earning"trust"and"respect"from"your"subordinates"(related"
to"tip"number"5)."Your"subordinates"want"to"see"that"you"care"for"them."You"will"
be" there" for" them." When" you" consistently" demonstrate" this," they" will" start"
trusting"and"respecting"you."For"instance,"you"extend"your"full"support"to"one"of"
your"subordinates"despite"her"making"a"mistake" in"order" to"pursue"the"desired"
results."You"have"an"open"feedback"session"about"her"mistakes"discussing"what"
she" should" be" doing" differently" moving" forward." And" as" far" as" the" current"
mistake" is" concerned," you" take" full" ownership" of" it" and" explain" the" whole"
situation" to" your" boss." Your" action" in" this" scenario"will" go" a" long"way" as" your"
subordinate"now"knows"that"your"do"care"about"them"and"you"are"very"serious"
about"the"interests"of"the"organization."Once"you"reach"this"stage"of"recognition"
among"your"team"members,"they"will"begin"to"rally"their"full"undivided"support"
for"you."You"can"fully"exercise"your"authority"as"they"are"ready"to"be"led."
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7. Authority!is!not!automatic,!you!have!to!earn!it.!
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Contrary"to"what"many"might"believe,"authority"does"not"come"with"the"title"of"a"
manager."Unless" you"have"earned" trust" and" respect" from"your" subordinates," it"
would"be"close"to"impossible"for"you"to"exercise"authority."
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8. While! your! role! sounds! independent,! you! are! actually! very! dependent! on!
people.!
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The"perceived"independence"that"some"have"about"being"a"manager"is"a"fallacy."
As"a"matter"of" fact," you"are"even"more"dependent"on"others" in" comparison" to"
your"role"as"an"individual"contributor."You"are"dependent"on"your"subordinates"
to" grind" for" results." You"need" to" depend"on" your" peers" to" secure" some"of" the"
related"resources"for"your"projects"and"initiatives."You"need"the"support"of"your"
boss" to" invest" in" new" infrastructure," headcounts" and" so" on." There" are" many"
constituents" that" you" need" to" collaborate"with" to" achieve" the" results" that" you"
desire"for"your"organization."
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9. You!have!to!help!people!succeed!to!get!results.!
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Help" is" the" absolute" keyword." You" need" help" to" help" your" subordinates" to"
succeed."Unless"your"subordinates"succeed,"you"will"not"be"successful."Be"ready"
to"play"multiple"roles"depending"on"situations"and"circumstances."Some"of"those"
roles" include" problem" solvers," arbitrators," advisors," coaches," mentors,"
negotiators,"communicators,"change"agents,"delegators"and"so"on."
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10. People!observe!what!you!do!all!the!time.!
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You"are"always"under"a"microscope."People"pay"attention"to"what"you"do,"what"
you" say," how" you" say" it" and" the" type" of" messages" that" your" body" language"
communicates." It" is"advisable"for"you"to"be"professional,"consistent"and"project"
positive"energy"at"every"opportunity"you"have"interfacing"with"people."
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11. Your!subordinates!are!sceptics!in!the!beginning!until!they!trust!you.!!
What" do" your" subordinates" think" of" you" when" you" become" their" manager?"
Initially," they"would"wonder" of" your" intentions" for" taking" up" the" role." Are" you"
there"for"your"own"glory?"Or"are"you"genuine"in"helping"them"to"succeed"in"their"
role?"Whose" interest"comes"first"–" is" it"yours"or"the"organization?"There"are"so"
many" uncertainties" around" your" appointment" that" they" would" observe"
everything"you" say"and"do" in"a" sceptical"manner."This"would"go"on" for"a"while"
until"they"are"able"to"trust"you."Hence,"as"a"new"manager,"you"are"better"off"to"
be" deliberate" in" establishing" trust" and" respect" with" your" subordinates." The"
sooner"you"do"it,"the"better."
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12. You!will!experience!or!go!through!four!distinctive!stages!in!the!first!12!months!
of!your!managerial!role.!
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There"are" four"distinctive" stages" in" your" first"12"months"as"a"manager,"which" I"
refer"to"as"follows:"
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a. Honeymoon:"Many"new"managers"embrace"their"new"role"with"very"high"
confidence" level"of"emulating"their"successes"when"they"were" individual"
contributors."These"are"top"performers"who"have"always"excelled"in"their"
roles."Hence"they"see"the"new"managerial"role"as"no"different.""
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b. Reality:"After"two"or"three"months"into"the"managerial"role,"they"realize"
that"the"role"is"totally"different"from"what"they"originally"expected."They"
become"overwhelmed"by"the"unsurmountable"demands"of"the"job."They"
feel"stretched"by"the"varied"roles"that"they"need"to"play"at"any"one"time"
with"different"type"of"individuals."They"do"not"have"time"to"plan"properly."
They" always" end" up" chasing" the" ‘urgent’" or" ‘perceived" urgent’" cases" –"
always"in"the"reactive"mode"trying"to"put"out"fire!"
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c. Adjustment:"The"situation"in"(b)"typically"persists"until"Month"4"or"5"and"
they"start"to"hear"feedback"on"their"performances"from"various"group"of"
people."This"is"the"golden"opportunity"for"the"new"managers"to"take"stock"
and" adjust" their" approaches" in" managing" their" subordinates." The" key"
approaches"at"this"stage"include"the"following:"
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i. Recognizing" that" two" most" critical" role" of" a" manager" is" to" set"
direction"and"build"networks."
ii. Observe" that" their" subordinates" fall" into" four" key" categories,"
namely,"(1)"the"star"performers"(2)"the"average"performers"(3)"the"
challenged"employees"(4)"the"new"hires.""
iii. Do" what" the" managers" supposed" to" do." Ready" to" shoulder"
multiple" roles" and" support" the" team" to" help" solve" problems,"
create"value"and"achieve"results."
iv. Establish" trust" and" credibility" with" subordinates" in" order" to"
exercise"authority."
v. Learn"how"to"inculcate"the"culture"of"performance."
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d. Coming! together:" A" high" degree" of" trust" and" respect" among" the"
managers" and" subordinates" is" established." An" understanding" of" the"
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department’s" direction," better" relationship" and" expectations" drive" the"
individuals"in"the"team"to"function"as"a"unit."""
13. Treat!your!subordinates!uniquely.!All!of!them!are!different.!
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Every" one" of" your" subordinates" is" unique." They" have" different" experiences,"
different" approach" to" work" and" different" type" of" personalities." Your" star"
performers"would"expect"to"be" involved" in"the"formulation"of"your"department"
strategy,"while"your"challenged"employees"may"just"need"for"you"to"assign"tasks"
to" them" on" a" daily" basis." You" need" to" be" sensitive" to" all" and" apply" suitable"
approaches"as"you"see"fit."
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14. Communicate!your!expectations!clearly.!
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Communicate"your"expectations"to"every"one"of"your"subordinates"clearly."Share"
with"them"what"success"looks"like"to"you"for"their"roles."What"does"success"look"
like" for" an" Account" Manager" in" the" banking" industry," for" example?" While"
communicating" your" expectations," seek" to" understand" your" subordinates"
concerns"and"their"expectations"of"you"as"well."
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15. Create!a!feedback!friendly!environment.!
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Establish"a"healthy"sharing"and" learning"environment."For" such"environment" to"
thrive," you"ought" to"make" it" safe" for" your" subordinates" to" freely" communicate"
what"they"feel."Coach"your"team"on"how"to"give"and"receive"feedback."Details"on"
how" to" create" a" feedback" friendly" environment" can" be" found" at"
www.salwanaali.com/howMtoMcreateMaMfeedbackMfriendlyMenvironment/""
16. Promote!the!culture!of!performance.!
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You"want"to"develop"a"team"driven"to"achieve"results."You"need"to"not"only"hire"
the" right" people" with" the" right" attributes" (such" as" selfMstarters," rising" to" the"
difficult"challenges"and"treating"those"as"opportunities),"but"to"also"establish"the"
culture"of"performance;"providing"these"capabilities"to"your"subordinates:"
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o How"to"set"roleMbased"performance"goals."
o How"to"negotiate"performance"goals."
o How"to"measure"performance."" "
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17. Emphasize!on!continuous!improvement.!
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Promote" continuous" improvement" by" treating" every" event" as" a" learning"
experience." Encourage" your" subordinates" to" reflect," observe" and" to" give" and"
receive"feedback"effectively."Key"discussion"points"are:"
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o What"exactly"happens?"
o What"has"worked?"
o What"has"not"worked?"
o What"should"be"done"differently"moving"forward?"
o Capture"key"learning."
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Your" department" or" organization" will" continually" improve" when" your" team"
members"practice"the"above"diligently.""
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18. Hear!the!bad!news!in!the!same!spirit!as!your!hearing!good!news.!
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Communicate"clearly"to"your"subordinates"that"you"want"to"hear"the"truth"in"any"
given"situations"to"enable"you"to"make"the"right"decision"and"to"solve"the"right"
problems." If" the" truth" is" bad," then" be" it." The" most" important" thing" is" to"
understand"the"exact"situations"and"constructively"find"the"best"solution."
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19. Get!to!know!your!team!members!well.!
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People"like"to"feel"cared"and"appreciated."Show"your"interest."Get"to"know"your"
subordinates"well."The"more"you"remember"about" them"and"their" families," the"
better." For" instance," a" subordinate" would" feel" good" and" impressed" when" a"
manager"remembers"his"wife’s"name"even"when"the"manager"has"only"met"her"
once."
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20. Allocate!a!short!30!minute!time!to!have!a!1:1!meeting!with!each!one!of!your!
team!members!once!every!fortnight.!
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Constant" communication" and" checkpoints" on" progress" are" critical" to" sustain"
continuous"improvement."Deliberately"schedule"a"1:1"meeting"session"with"every"
subordinate"once"a"fortnight."Let"your"subordinates"own"the"agenda."Allow"them"
to"talk"about"anything"they"like,"be"it"work"related"or"personal"concerns"that"they"
might" have." Your" role" is" to" listen" well" and" coach" them" on" specific" issues" as"
required."
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21. Encourage!your!subordinates!to!set!goals.!!"
Goal" setting"will" drive" your" subordinates" to" focus"on" specific" results."Get" them"
into" a" habit" of" setting" goals" daily,"weekly,"monthly" and" quarterly" in" alignment"
with"your"organizational"priorities.""
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22. You!spend!most!of!your!time!solving!problems.!
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Take"note"that"most"of"the"time"you"will"be"required"to"solve"problems."Sharpen"
your"problem"solving"skills."Learn"how"to"ask"the"right"questions"and"how"to"be"a"
good"listener."
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23. You!must!adopt!an!effective!way!of!managing!time.!
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You"have"to"learn"how"to"prioritize"wisely"to"ensure"that"you"spend"time"on"the"
right"things."Strategically,"the"best"approach"is"for"you"to"focus"on"‘important"but"
not" urgent’" activities" –" based" on" the" infamous" Stephen" R." Covey’s" Time"
Management"Matrix"–" such"as"planning," crisis"prevention," clarifying" values"and"
relationship"building."The"outcome"of"such"prioritization"would"result"in"less"crisis"
and"firefighting"situations.""
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Details" on" Stephen" R." Covey’s" Time" Management" matrix" can" be" found" at"http://www.youtube.com/watch?v=ODyG5lKbH08""
24. Treat!performance!goal!setting!as!a!negotiation.!
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Communicate" your" organizational" objectives," strategic" initiatives" and" priorities"
clearly" to" your" subordinates." Based" on" these" information," they" have" to" think"
through"and"draft"their"own"performance"goals."Allow"your"subordinates"to"lead"
the" performance" goals" discussion" with" you." Provide" feedback" as" necessary."""
Negotiate"constructively"on"the"most"fitting"goals"that"are"in"alignment"with"your"
organization’s"objectives,"strategic"initiatives"and"priorities."
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25. You! must! clearly! understand! the! difference! between! leadership! and!
management.!
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Do" not" get" confused" about" the" function" of" leadership" and" management."
Leadership" is" about" coping" with" change." Management" is" about" coping" with"
complexity.""
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26. You!have!to!perform!these!functions!HH!leadership!and!management.!
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As" a"manager," you" need" to" perform" both" –" leadership" and"management." You"
have"to"make"a"call"on"how"much"leadership"and"management"you"need"to"do"in"
any"related"circumstances"in"your"department."
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27. Leadership! is! about! coping! with! change! HH! setting! direction,! aligning! people,!motivating!and!inspiring!others.!
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The" function" of" leadership" comprises" the" tasks" of" setting" direction," aligning"
people," motivating" and" inspiring" others." Specifically" for" your" department," you"
have" to" establish" direction" in" alignment" with" your" organizational" objectives."
Show" your" subordinates" how" to" get" to" the" direction" that" you" aspire." For" each"
role,"explain"what"success"looks"like."Make"yourself"available"to"have"a"dialogue"
with" those"who"have" specific" concerns"or" resistances" to" your" vision."Recognize"
progress"and"improvement"as"you"go"along"to"keep"your"subordinates"motivated"
and"inspired"with"your"cause."
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28. Management!is!about!coping!with!complexity!HH!plan!and!budget,!organize!and!
staff,!control!and!solve!problems.!
!
Management"is"about"translating"your"vision"(or"direction)"into"reality."Key"tasks"
in"management"include"the"following:"
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o Plan!and!budget:!
Identify"or"revisit"business"goals"for"the"relevant"financial"year."
Determine"strategic"initiatives"to"achieve"business"goals."
Develop" execution" plan" for" each" strategic" initiative" complete" with"
timeline," required" resources" and" skill" sets," detailed" tasks" and"
responsibilities."
Develop" yearly" budget" and" schedule" of" budget" expenses" to" support"
execution"plan."
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o Organize!and!staff:!
Establish" organizational" and" staffing" plan" to" support" execution" plan"
based"on"the"allocated"budget"and"schedule"of"expenses."
Hire"the"required"resources"as"planned."
Facilitate" learning" and" development" required" to" enhance"
subordinates"skill"sets."
Discuss"and"establish"roleMbased"performance"measures."
Coach"subordinates"as"required."
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o Control!and!solve!problem:!
Periodic"progress"review"of"strategic"initiatives,"execution"and"budget"
plans."
Periodic"checkpoints"with"subordinates"on"their"performances."
Follow"up"on"outstanding"open"issues"till"closure."
Allocate" some" small" percentage" of" time" for" potential" adMhoc" issues"
that"may"arise."
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29. Promote!the!practice!of!leadership!without!title.!
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Introduce" the" value" of" personal" leadership" to" your" subordinates." Such" values"
include"being"a"selfMstarter,"treating"difficult"challenges"as"opportunities,"being"a"
team" player" and" having" a" strong" focus" on" outcomes."When" your" subordinates"
practice"‘leadership"without"title’,"you"would"achieve"amazing"results"as"a"team."
Imagine"everyone"in"your"team"having"these"behaviour"about"achieving"the"best"
outcomes" in" any" circumstances." The" key" questions" that" they" would" keep" on"
asking"themselves"are:"
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o Where"are"we"now?"
o Where"are"we"going?"
o What"are"our"strengths"and"weaknesses?"
o How"do"we"get"to"where"we"want"to"go?"
o What"has"worked"well?"
o What"has"not"worked"well?"
o What"should"we"do"differently"moving"forward?"
"
The"answers"to"all"the"above"questions"would"drive"them"to"keep"on"improving"
and"doing"great"work"in"a"consistent"manner.""
30. Bring!the!best!out!of!your!people!"
Your" team" consists" of" multiple" individuals" with" different" strengths" and"
weaknesses."Your"role"is"to"ensure"that"every"one"can"function"at"their"best."You"
have"to"adapt"your"approach"and"connect"uniquely"in"order"to"bring"the"best"out"
of" them." You" can" consider" adopting" these" approaches" to"bring" the"best"out"of"
your"team"members:"
"
o Trust"them."
o Focus"on"their"strengths."
o Promote"continuous"improvement."
15""
o Encourage"dialogue"and"debate"for"decision"making."
o Celebrate"success"and"give"recognition"when"due."
o Keep"on"increasing"the"bar"for"high"performance."
"
31. Provide!clarity!on!what!success!looks!like.!"
Take" the" time"to"always"explain"what"success" looks" like" to"you" for"each" role" in"
your" department." For" instance," a" Procurement" Executive" success" would" mean"
that"he"or"she:"
"
o Secures" three" quotations" from" vendors" or" suppliers" for" items" that" your"
organization"needs"to"procure."
o Processes"invoices"within"a"week"of"invoice"receipt."
o Pays" the" vendors" or" suppliers" within" 30" days" or" as" per" specific" payment"
terms."
"
Clarity" on"what" success" looks" like"would" help" your" subordinates" immensely" in"
focusing"on"the"right"things"to"achieve"the"desired"results.""
"
32. Celebrate!success!no!matter!how!small.!
"
It"is"imperative"that"you"let"your"subordinates"enjoy"the"‘journey’"as"well"as"the"
destination."While"your"key"objective"is"to"secure"the"end"result,"it"is"meaningful"
for"you"to"recognize"the"many"small"milestones"towards"the"end"result."Celebrate"
success" at" each" milestone," which" can" be" in" many" forms" –" tickets" to" a" show,"
special"dinner"for"the"team"and"so"forth."
"
33. Delegate!effectively.!!
Don’t"try"to"do"everything"yourself."Delegate"certain"tasks"to"your"subordinates"
based"on"their"strengths"and"competency"levels.""
"
34. Do!not!penalize!your!team!members!for!making!mistakes.!
"
In"normal"circumstances,"people"typically"have"good"intentions."As"such," if"your"
subordinates"make"mistakes,"take" it"that"the"mistakes"are"unintentional"(unless"
you" have" evidences" or" proofs," otherwise)." When" they" make" mistakes," have" a"
conversation"with" them."Understand"what" really"happens."Provide" feedback"on"
the" key" learning" and" what" should" be" done" differently" in" the" future." As" their"
manager,"take"ownership"and"accountability"of"the"mistakes"made"and"mutually"
work"on"the"best"solution"for"the"organization."
16""
"
35. Stay!positive!always.!"
You" would" experience" a" bumpy" road," good" and" bad" days" as" a" manager." No"
matter" what" the" situation" is," learn" to" always" project" positivity" during" your"
interactions,"especially"your"body"language."What"you"do"and"say"can"impact"the"
morale"of"your"subordinates"and"in"turn,"your"department"as"a"whole."
"
36. Empower!your!subordinates!to!take!actions.!
"
Your" chance" of" success" would" increase" tremendously" if" your" subordinates" are"
biased" towards" actions." At" the" end" of" the" day," it" is" about" excellent" execution."
Based" on" the" vision" and" plan" that" you" have" established," you" can" only" achieve"
success"when" your" subordinates" start" grinding" and" executing" the" agreed" tasks"
diligently.""
!
37. Provide!structured!communication.!
!
Structured"communication"means"clear," specific"and"concise"messages" that"are"
easy"to"understand."In"driving"actions"from"your"subordinates,"you"must"ensure"
that"all"your"communications"are"structured" in"such"a"manner."Otherwise," they"
may"get"lost"in"translation"and"you"may"end"up"with"cluttered"and"mixed"results"
from"them."
"
38. Be!predictable!and!expect!the!same!from!your!subordinates.!
"
Predictability"provides"stability"to"your"business"as"well"as"organization."Inject"as"
much"predictability"as"possible" in"your"working"environment."You"can"begin"by"
sharing"specific"rules"of"engagement"that"you"want"your"subordinates"to"adhere"
to."Some"examples"of"the"rules"of"engagement"include"the"following:"
"
o Respect"everyone’s"time"by"being"very"punctual"for"every"meeting."
o Be"honest"and"clear"when"reporting"progress"of"business"and"projects."
o Give"and"receive"feedback"for"continuous"improvement."
"
Obviously," you" have" to" demonstrate" that" these" are" the" behaviours" that" you"
adopt"and"you"expect"them"to"do"the"same"within"your"working"environment."
" "
17""
"
39. Create!a!systemic!rhythm!of!operations!for!your!department.!
"
In"order"for"predictability"to"thrive,"you"require"a"certain"system"and"processes"to"
support"the"rules"of"engagement"that"you"introduce."This"system"and"processes"
basically" set" the" rhythm" for" your" business" operations." Some" examples" of" the"
systemic"rhythm"of"operations"that"you"can"consider"implementing"are:"
"
o Monthly"staff"meeting,"every"Friday,"fourth"week"of"the"month."
o Weekly"sales"meeting,"every"Monday"morning"at"9.00am."
o Monthly"Business"Review,"Wednesday"morning,"every"month."
o Quarterly"Business"Review,"Wednesday"morning,"every"quarter."
"
40. Manage!your!direct!boss!well.!
"
Managing"your"direct"boss" is"equally" important"to"managing"your"subordinates."
Ensure" that" you" spend" time" to" understand" your" boss’" style" of" work" and"
preferences."Is"he"the"type"whom"you"have"to"have"faceMtime"every"day?"Or"is"he"
the" type" who" is" happy" to" communicate" by" email" and" have" weekly" faceMtime?"
Understand" the" type" of" reporting" and" progress" monitoring" that" your" boss"
prefers."Ask"him"or"her"clearly"of"his"/"her"expectations"of"you."Agree"with"him"/"
her"on"the"how"to"work"together"at"the"onset."Always"seek"feedback"from"your"
boss" on" how" well" he" or" she" thinks" you" have" been" doing" and" the" type" of"
improvement"that"he"or"she"wants"you"to"focus"on.""
41. Coach!your!team!members!on!how!to!manage!performance.!!
"
Managing"performance" is"definitely" critical" in"building"a"high"performing" team."
Drive" the" ownership" and" accountability" of" managing" performance" to" your"
subordinates." Show" them" how" to" continually" manage" their" accomplishments"
against"their"performance"plan"or"goals."Make"full"use"of"their"daily,"weekly"and"
monthly"goals"as"a"way"of"monitoring"and"managing"their"performance."During"
your" 1:1" session" every" fortnight," have" a" discussion" around" their" achievements"
against"daily"or"weekly" goals."Discuss"on"what"works,"what"does"not"and"what"
should"be"done"differently."""
42. Hire!people!who!are!smart!(better!still,!if!smarter!than!you!),!hardworking!and!
‘gets!the!job!done’.!
"
When"it"comes"to"hiring,"look"for"these"three"attributes:"Smart,"hardworking"and"
‘get"the"job"done’.""
18""
"
43. Recognize!high!achievers!and....’slackers!’!"
Undoubtedly," recognition" is" critical" to" sustain" motivation" among" your"
subordinates." When" dealing" with" recognition," remember" that" it" works" both"
ways!" You" need" to" recognize" the" high" achievers" as"well" as" the" ‘slackers’." High"
achievers" will" receive" positive" rewards" and" ‘slackers’" will" receive" ‘negative’"
rewards." For" example," positive" rewards" can"mean" three"month" bonus" or" 10%"
salary" increment"whereas"negative" rewards" can"mean"offering" suitable"options"
to" a" subordinate" for" not" meeting" a" mutually" agreed" expectations" during" the"
process" of" ‘Performance" Improvement" Plan’" (note:" Performance" Improvement"
Plan" is" a" time" bound" process" for" nonMperformers" to" execute" mutually" agreed"
action"plans"to"determine"whether"or"not"they"are"fit"to"continue"in"the"current"
roles).""
44. Be!a!good!listener.!"
Do"not"practice" ‘selective" listening’"–" listening"to"only"what"you"want"or" like"to"
hear."Be"an"active"listener."Focus"your"attention"to"what"exactly"is"being"said"and"
validate"your"understanding"to"ensure"that"you"do"look"at"the"issues"through"the"
same" prisms" as" your" subordinates." Once" the" real" issues" are" determined," then,"
you"can"proceed" to"discuss" further"details"on" the" issues"and"offer" the" relevant"
views" to" help" your" subordinates" in" solving" their" problems" or" making" specific"
decisions.""
45. Have!a!high!degree!of!selfH!awareness.!"
SelfMawareness" is" about" understanding" yourself" and" your" relationship" with"
people." Know" your" strengths" and" weaknesses." Be" honest" about" your" own"
capabilities." You" are" not" expected" to" know" everything." Create" selfMdeprecating"
sense"of"humour"when"you"talk"about"such"subject."You"have"to"feel"comfortable"
admitting" that"maybe" your" subordinates" are" smarter" than" you" in" some" areas."
Make"full"use"of"that."Empower"your"subordinates"to"own"and"be"accountable"in"
the"areas"that"you"think"they"will"excel"in."
" "
19""
"
46. Manage!change!appropriately.!
"
Whenever" there" are" new" changes" that" you" want" to" implement," make" it"
deliberate." Establish" a" readiness" plan" for" your" subordinates" comprising" the"
following:"
"
o Communicating!change:!
Addressing"the"what,"why,"where,"when"and"how."
Demonstrate"the"value"and"impact"of"such"change."
Use" the" strategy" of" ‘show" and" feel’," not" just" the" logical" reasons" to"
justify"the"change."
• For" instance," showing" 20" different" types" of" personal"
computers"bought"by"20"different"departments"with"different"
ranges"of"prices"to"your"organization"will"drive"more"impact"of"
the" severity" of" the" situation" rather" than" just" presenting" the"
amount" of" saving" you"would" have"made" by" standardizing" on"
one"type"of"personal"computer"at"a"single"volume"discounted"
price"for"all"20"departments."
!o Addressing!resistance:!
Understand"the"type"of"resistance"that"you"would"have"encountered."
Establish" a" support" system" and/or" process" to" address" it" that" may"
consist"of"the"following:"
• 1:1"engagement""
• Topical"group"engagement"
• Appointment"of"change"agents."
• Assignment"of"change"agents"to"group"or"individuals."
"
o Sustaining!change:!
Readiness"training"program"to"support"the"change"implemented."
Monitor"change"progress"on"an" interval"basis"–"weekly,"monthly"and"
quarterly."
Seek" feedback" on" change" progress" from" your"
subordinates/employees."
Tweak" the" readiness" training" program" in" response" to" the" feedback"
received."
Continue"implementing,"monitoring"and"improving."
" "
20""
"
47. Invest!in!the!‘right’!people.!"
The"‘right’"(not"everyone)"people"is"your"best"asset."Hence,"your"goal"is"to"retain"
the" ‘right’"people"only."Commit"a"serious"development"plan"for"such"resources."
Coach"them"on"how"to"enhance"competencies"and"skill"sets."Provide"guidance"on"
career"advancement"plan"as"well.""
48. Encourage!your! team!to! read!Stephen!R.!Covey’s! ‘The!Seven!Habits!of!Highly!
Effective!People’!and!adopt!its!principles.!
!
Stephen"R."Covey’s"‘The"Seven"Habits"of"Highly"Effective"People’"should"be"one"of"
the" tools" in" your" strategic" toolkits" for" people" development." This" is" a" very"
impactful"book"in"building"personal"leadership"MM"a"definite"must"have,"must"read"
for" all" your" subordinates." Assuming" 80%" of" your" subordinates" adopt" Covey’s"
principles" of" personal" change," you" would" have" a" team" with" strong" positive"
characters" and" values" which" form" a" solid" foundation" to" building" a" high"
performing"team.""
49. Have!a!conversation!on!performance!on!a!regular!basis.!
"
As" far" as" performance" is" concerned," you" have" to" provide" feedback" to" your"
subordinates" on" a" continuous" basis." From" the" time" you" reach" an" agreement"
about" their" performance" goals," you" must" constantly" follow" up" with" feedback"
recurrently."For"instance,"weekly,"fortnightly,"monthly"and"quarterly."At"any"point"
in"time,"your"subordinates"must"have"clear"ideas"of"their"performances."As"such,"
there"is"no"surprises"and"in"the"case"of"nonMperformance,"you"can"mutually"agree"
on"the"remedial"actions;"and"further"monitor"and"improve"their"performances"as"
required." If" things" do" not" work" out," transitioning" them" into" the" process" of"
‘Performance"Improvement"Plan’"would"be"easy"as"they"are"clear"on"where"they"
stand.""
!
50. Demonstrate!empathy.!
"
Empathy"is"about"identifying"with"and"understanding"the"other"person’s"issues"in"
the"same"manner"as"he"or" she" identifies"and"understands" them."Evidently," this"
takes"two"critical"skills"in"effective"communication"and"strong"imagination."When"
a" subordinate" comes" to" you" and" request" for" a" 6"month" sabbatical" leave" as" he"
could"not" focus"on"his"work"due" to" the"current" serious"personal" issues" that"he"
has,"what"would"you"do?"Show"your"empathy."Imagine"yourself"in"his"shoes."Feel"
for"his"problems." Invite"him"to"engage"openly"with"you."Discuss" the" issues." List"
down" all" the" options."Weigh" the" pros" and" cons" for" each" option."Narrow"down"
21""
potential" solutions."Mutually" agree" on" a" winMwin" solution" for" the" organization"
and"your"subordinate."""
51. Intentionally,!have!a!conversation!about!learning!and!development.!
"
Show"that"you"care"about"your"subordinates." Intentionally,"have"a"conversation"
about" learning" and" development" during" your" 1:1" sessions" with" them." Seek"
feedback" from"them"on"where" they" feel" they"are"and"what" they"are" lacking" in."
Assess"whether"or"not"they"understand"the"following:"
"
o What"types"of"competencies"are"required"for"their"specific"roles?"
o What" level" of" competencies" are" needed" for" them" to" be" successful" in" their"
roles?" Is" it" beginners," intermediate" or" advanced" (or" Level" 1," 2," 3," 4" or" 5" if"
taken"based"on"competency"model)?"
o Where"do"they"stand"in"each"competency"now?"
o What" type" of" training" or" learning" do" they" need" to" fulfil" to" close" the" gap"
between"their"current"competency"level"and"the"required"competency"level?"
"
Based" on" their" responses" to" the" above" key" questions," provide" the" relevant"
feedback." Make" recommendations" on" specific" learning" and" development" plan"
that"you"feel"they"need"to"subscribe"to.""
52. Have!an!open!door!policy.!"
Make" yourself" accessible" and" available" for" your" subordinates." Adopt" an" open"
door"policy."Give"them"permission"to"touch"base"with"you"anytime"they"need"to.""
"
53. Emphasize!teamwork.!
"
Inculcate" teamwork" as" part" of" the" success" recipe" for" your" subordinates." Coach"
them"on"how"to"be"a"great"team"player."For"situations"that"you"need"water"tight"
collaboration"among"multiple"roles,"establish"shared"goals"and"measurements"to"
ensure"that"they"are"on"track"and"fully"committed"to"achieve"results"together."
"
54. Think!plan,!develop!and!maintain.!
"
Three"core"things"that"you"need"to"do"as"a"manager"are:"
o Planning:!!
Planning" is" about" looking" ahead," establishing" a" definitive" road"map"
that"the"organization"will"be"adhering"to"within"a"specific"time"frame."
Key" activities" include" setting" direction," creating" long" term" vision,"
22""
defining"financial,"business"and"organizational"objectives,"articulating"
strategic"initiatives"that"need"to"be"executed,"highlighting"challenges,"
roadblocks" and" showstoppers," detailing" competitive" strategy" and"
approaches"to"win."Managers"must"be"able"to"balance"priorities"and"
decide" on" the" best" course" of" action" that" will" produce" the" greatest"
result"and"benefit"to"the"organization."
o Developing:!!
Developing" is" about" equipping" organizations" with" the" right"
capabilities,"skills,"knowledge"as"well"as"infrastructure"to"support"your"
overall" plan." This" involves" investment" in" resources;" capital," physical"
and"human," to" realize" the" stated"vision"and"direction."Managers"are"
also" expected" to" collaboratively" determine" their" subordinate’s"
learning" and" development" plan," proactively" coach" the" subordinates"
on" how" to" set" performance" goals" and" mutually" agree" on" the"
appropriate"performance"measures."They"need" to" invest" in" the" right"
infrastructure" to" support" all" the" required" activities" to" realize" their"
vision."
o Maintaining:!!
Maintaining"is"about"operational"excellence"—"securing"optimal"level"
of"excellence" in"execution"continuously."Managers"have"to"be"aware"
of"how"well"their"execution"is"at"any"given"time"and"constantly"work"
on"continuous"improvement"to"achieve"the"best"level"of"performance."
Effective" engagement"with" your" team"members" is" necessary." Giving"
and" receiving" feedback" sessions"must" be" encouraged" to" continually"
improve" your" performance." The" culture" of" continuous" improvement"
need"to"be"nurtured."
55. !Your!performance!is!always!timeHbound.!
"
You" may" achieve" great" success" during" your" time" as" a" manager." However," be"
mindful" that" your" success" is" timeMbound." It" does" not" remain" forever." Your"
measurement" of" success" is" based" on" the" 12"month" period" of" a" financial" year."
Assuming" that" you" achieve" all" your" targets" and" win" all" the" awards" for" your"
performance" in" this" financial" year," you" still"need" to" start" from"ground"zero" the"
following"year."You"have" to"grind"again" for"new"results." In"a"nutshell"what"you"
achieved"before"may"not"count" to"anything."So,"be"humble"and" focus"on"doing"
the"right"thing.""
!
"
" "
23""
Tracking!Your!Implementation!
!
A"selfMassessment"tool"based"on"your"personal"observation"taken"within"30,"60"and"90"day"
period" is" enclosed" below." The" purpose" of" this" tool" is" to" enable" you" to" observe" specific"
progress"on"the"tips"implemented"and"continually"improve"during"the"process.""
"
Item! List!of!Tips! Date!
Implemented!
Observations!
(30!days)!
Observations!
(60!days)!
Observations!
(90!days)!
1.! Understand" and"
internalize" your"
organization’s"
vision," strategic"
objectives" and"
critical" success"
factors."
"
" " " "
2.! Communicate"
organizational"
vision," strategic"
objectives" and"
critical" success"
factors."
" " " "
3.! Set" the" direction"
for" your" team"
members/"
subordinates"
(department)"
" " " "
4.! You"have"to"build"
networks" with"
numerous"groups"
of"people."
" " " "
5.! You"have"to"earn"
trust" and" respect"
from" your"
subordinates."
" " " "
6.! You" must" be"
credible" to"
exercise"
authority."
" " " "
24""
Item! List!of!Tips! Date!
Implemented!
Observations!
(30!days)!
Observations!
(60!days)!
Observations!
(90!days)!
7.! Authority" is" not"
automatic," you"
have"to"earn"it."
" " " "
8.! While" your" role"
sounds"
independent,"
you" are" actually"
very" dependent"
on"people."
" " " "
9.! You"have" to"help"
people" succeed"
to"get"results."
" " " "
10.! People" observe"
what" you" do" all"
the"time."
" " " "
11.! Your"
subordinates" are"
sceptics" in" the"
beginning" until"
they"trust"you."
" " " "
12.! You" will"
experience" or" go"
through" four"
distinctive" stages"
in" your" first" 12"
months" of" your"
managerial"role."
" " " "
13.! Treat" your"
subordinates"
uniquely." All" of"
them" are"
different."
" " " "
14.! Communicate"
your"
expectations"
clearly."
" " " "
15.!! Create" a"
feedback" friendly"
environment."
" " " "
25""
" "
Item! List!of!Tips! Date!
Implemented!
Observations!
(30!days)!
Observations!
(60!days)!
Observations!
(90!days)!
16.! Promote" the"
culture" of"
performance."
" " " "
17.! Emphasize" on"
continuous"
improvement."
" " " "
18.! Hear" the" bad"
news"in"the"same"
spirit" as" your"
hearing" the" good"
news."
" " " "
19.! Get"to"know"your"
team" members"
well."
" " " "
20.! Allocate" a" short"
30" minute" time"
to" have" 1:1"
meeting" with"
each"one"of" your"
team" members"
once" every"
fortnight."
" " " "
21.! Encourage" your"
subordinates" to"
set"goals."
" " " "
22.! You" spend" most"
of" your" time"
solving"problems."
" " " "
23.! You" must" adopt"
an" effective" way"
of" managing"
time."
" " " "
24.!! Treat"
performance"
goal" setting" as" a"
negotiation."
" " " "
26""
Item! List!of!Tips! Date!
Implemented!
Observations!
(30!days)!
Observations!
(60!days)!
Observations!
(90!days)!
25.! You" must" clearly"
understand" the"
difference"
between"
leadership" and"
management."
" " " "
26.! You" have" to"
perform" these"
functions" –"
leadership" and"
management."
" " " "
27.! Leadership" is"
about" coping"
with" change" –"
setting" direction,"
aligning" people,"
motivating" and"
inspiring"others."
" " " "
28.! Management" is"
about" coping"
with" complexity"
–" plan" and"
budget," organize"
and" staff," control"
and" solve"
problem."
" " " "
29.! Promote" the"
practice" of"
leadership"
without"title."
" " " "
30.! Bring" the" best"
out" of" your"
people."
" " " "
31.! Provide"clarity"on"
what" success"
looks"like."
" " " "
! "
27""
Item! List!of!Tips! Date!
Implemented!
Observations!
(30!days)!
Observations!
(60!days)!
Observations!
(90!days)!
32.! Celebrate"
success" no"
matter" how"
small."
" " " "
33.! Delegate"
effectively."
" " " "
34.! Do" not" penalize"
your" team"
members" for"
making"mistakes."
" " " "
35.! Stay" positive"
always."
" " " "
36.! Empower" your"
subordinates" to"
take"actions."
" " " "
37.! Provide"
structured"
communication."
" " " "
38.! Be" predictable"
and" expect" the"
same" from" your"
subordinates."
" " " "
39.! Create"a"systemic"
rhythm" of"
operations" for"
your"
department."
" " " "
40.! Manage" your"
direct"boss"well."
" " " "
41.! Coach" your" team"
members"on"how"
to" manage"
performance."
" " " "
"" "
28""
"
! "
Item! List!of!Tips! Date!
Implemented!
Observations!
(30!days)!
Observations!
(60!days)!
Observations!
(90!days)!
42.! Hire" people" who"
are"smart" (better"
still," if" smarter"
than" you!),"
hardworking" and"
‘gets" the" job"
done’."
" " " "
43.! Recognize" high"
achievers" and"
…..’slackers’!"
" " " "
44.! Be" a" good"
listener."
" " " "
45.! Have" a" high"
degree" of" selfM
awareness."
" " " "
46.! Manage" change"
appropriately."
" " " "
47.! Invest" in" the"
‘right’"people."
" " " "
48.! Encourage" your"
team" to" read"
Stephen" R."
Covey’s" ‘The"
Seven" Habits" of"
Highly" Effective"
People"and"adopt"
its"principles."
" " " "
49.! Have" a"
conversation" on"
performance" on"
a"regular"basis."
" " " "
50.! Demonstrate"
empathy."
" " " "
29""
" "
Item! List!of!Tips! Date!
Implemented!
Observations!
(30!days)!
Observations!
(60!days)!
Observations!
(90!days)!
51.! Intentionally,"
have" a"
conversation"
about" learning"
and"
development."
" " " "
52.! Have" an" open"
door"policy."
" " " "
53.!! Emphasize"
teamwork."
" " " "
54.! Think" plan,"
develop" and"
maintain."
" " " "
55.! Your"
performance" is"
always" timeM
bound."
" " " "
30""
Special!Offer!for!New!
Managers!and!Middle!
Managers!!!
You!are!entitled!to!3!sessions!of!30!minute!
coaching!(3!X!30)!on!any!new!and!middle!
management!issues!that!you!encounter!
currently.!!
!
At!No!Cost!!Offer!Expires!December!31
st,!2013!
Save!RM300!today.!!!
Do!these!to!claim!your!special!offer:!
• Email:[email protected]!
• Write:!55!Tips!for!New!Managers!Special!Offer!(on!
‘subject!title’),!provide!your!name,!designation,!
company!name,!contact!number!and!email!address,!
email!this!page!together.!
• Expect!a!reply!email!from!me!within!24!hours!to!
explain!the!coaching!scope!and!process.!
Your!Next!Step"
31""
About!the!Author!
!
""
Available"on"Amazon"http://amzn.to/17KaIij"
or"on""Barnes"and"Nobles"http://tinyurl.com/a2zpx2z "
Salwana" Ali," Managing" Director" of" Salwana" and" Rahim" Associates" Sdn" Bhd," helps"
organization" improve" performance." She" consults" on" development" of" managers" /" leaders,"
organizational" performance" measures" and" improvement" of" business" processes." Prior" to"
founding"her"firm,"she"spent"ten"years"in"Microsoft"leading"and"managing"the"public"sector"
and"enterprise"business"in"Malaysia."She"has"authored"the"book,"A"Handbook"for"First"Time"
Managers"published"in"January"2013."
"
"
"
"
"
"
"
32""
"
You"can"follow"Salwana:"
"
Blog!http://www.salwanaali.com"
"
"
https://www.facebook.com/SalwanaAli001"
"
"
http://twitter.com/salwanaali""""
""
http://my.linkedin.com/in/salwanaali""
"
www.youtube.com/user/SalwanaAli001""
""
