{"id":15440,"date":"2014-09-23T13:15:21","date_gmt":"2014-09-23T17:15:21","guid":{"rendered":"http:\/\/smarttan.com\/news\/?p=15440"},"modified":"2014-09-23T13:15:21","modified_gmt":"2014-09-23T17:15:21","slug":"get-off-on-the-right-foot-as-a-manager","status":"publish","type":"post","link":"https:\/\/news.smarttan.com\/index.php\/get-off-on-the-right-foot-as-a-manager\/","title":{"rendered":"Get off on the Right Foot as a Manager"},"content":{"rendered":"

The keys to immediate success as a new leader, whether you\u2019re just starting with the company or have been promoted, are honest communication, being open to learning, being prepared to take action, Harvard Business Review blog contributor Jeanne DeWitt writes in her recent post \u201c5 Tips for New Team Leaders.\u201d DeWitt says she\u2019s started as a new manager five different times in her career, and she lists what she\u2019s learned to do along the way:<\/p>\n

Over-communicate.<\/strong> When a new leader takes over, employees tend to be nervous about how the change will affect them and their jobs. In order to set the right tone and help them become comfortable with you as a manager, be open and transparent about your values, priorities and observations as quickly as possible.<\/p>\n

Ask questions.<\/strong> Not only do you need to learn as much as possible about your new position and\/or business as you can to be effective, you need to establish credibility with your co-workers, and asking questions is a good way to establish yourself as someone who really cares about doing their job well. DeWitt says her rule is that about half of the words that come out of her mouth in her first 30 days at a new position should end with a question mark.<\/p>\n

Figure out what people really want to do.<\/strong> Within your first week, meet with your subordinates and learn about them and what they want to be doing with their lives in the next 2-3 years. This way, you can identify untapped talents that you can help them utilize, which will not only benefit the business directly, but help improve their job satisfaction and motivation as well.<\/p>\n

Get your hands dirty.<\/strong> To be a good manager, you have to understand what your employees are going through on a daily basis. When you\u2019ve experienced the work that your subordinates do firsthand, you\u2019ll be far better prepared to help them navigate the various challenges they face. Plus, it\u2019s of course another way to gain credibility and respect from your employees.<\/p>\n

Be decisive.<\/strong> It might seem odd to jump right in and start laying down the law right away, but allowing workers to be unsure about your positions and policies is not a good idea. Once you\u2019ve gained a good enough understanding of the job, lay out your vision and start moving forward with it. While it might seem a bit sudden, employees should appreciate having a clear understanding of changes and expectations from the start.<\/p>\n

Click here to read the article from Harvard Business Review.<\/a><\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

The keys to immediate success as a new leader, whether you\u2019re just starting with the company or have been promoted, are honest communication, being open to learning, being prepared to take action, Harvard Business Review blog contributor Jeanne DeWitt writes in her recent post \u201c5 Tips for New Team Leaders.\u201d DeWitt says she\u2019s started as […]<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-15440","post","type-post","status-publish","format-standard","hentry","category-news"],"yoast_head":"\nGet off on the Right Foot as a Manager - Smart Tan News<\/title>\n<meta name=\"description\" content=\"The keys to immediate success as a new leader, whether you\u2019re just starting with the company or have been promoted, are honest communication, being open to learning, being prepared to take action, Harvard Business Review blog contributor Jeanne DeWitt writes in her recent post \u201c5 Tips for New Team Leaders.\u201d DeWitt says she\u2019s started as a new manager five different times in her career, and she lists what she\u2019s learned to do along the way: Over-communicate. When a new leader takes over, employees tend to be nervous about how the change will affect them and their jobs. In order to set the right tone and help them become comfortable with you as a manager, be open and transparent about your values, priorities and observations as quickly as possible. Ask questions. Not only do you need to learn as much as possible about your new position and\/or business as you can to be effective, you need to establish credibility with your co-workers, and asking questions is a good way to establish yourself as someone who really cares about doing their job well. DeWitt says her rule is that about half of the words that come out of her mouth in her first 30 days at a new position should end with a question mark. Figure out what people really want to do. Within your first week, meet with your subordinates and learn about them and what they want to be doing with their lives in the next 2-3 years. This way, you can identify untapped talents that you can help them utilize, which will not only benefit the business directly, but help improve their job satisfaction and motivation as well. Get your hands dirty. To be a good manager, you have to understand what your employees are going through on a daily basis. When you\u2019ve experienced the work that your subordinates do firsthand, you\u2019ll be far better prepared to help them navigate the various challenges they face. Plus, it\u2019s of course another way to gain credibility and respect from your employees. Be decisive. It might seem odd to jump right in and start laying down the law right away, but allowing workers to be unsure about your positions and policies is not a good idea. Once you\u2019ve gained a good enough understanding of the job, lay out your vision and start moving forward with it. While it might seem a bit sudden, employees should appreciate having a clear understanding of changes and expectations from the start. 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When a new leader takes over, employees tend to be nervous about how the change will affect them and their jobs. In order to set the right tone and help them become comfortable with you as a manager, be open and transparent about your values, priorities and observations as quickly as possible. Ask questions. Not only do you need to learn as much as possible about your new position and\/or business as you can to be effective, you need to establish credibility with your co-workers, and asking questions is a good way to establish yourself as someone who really cares about doing their job well. DeWitt says her rule is that about half of the words that come out of her mouth in her first 30 days at a new position should end with a question mark. Figure out what people really want to do. Within your first week, meet with your subordinates and learn about them and what they want to be doing with their lives in the next 2-3 years. This way, you can identify untapped talents that you can help them utilize, which will not only benefit the business directly, but help improve their job satisfaction and motivation as well. Get your hands dirty. To be a good manager, you have to understand what your employees are going through on a daily basis. When you\u2019ve experienced the work that your subordinates do firsthand, you\u2019ll be far better prepared to help them navigate the various challenges they face. Plus, it\u2019s of course another way to gain credibility and respect from your employees. Be decisive. It might seem odd to jump right in and start laying down the law right away, but allowing workers to be unsure about your positions and policies is not a good idea. Once you\u2019ve gained a good enough understanding of the job, lay out your vision and start moving forward with it. While it might seem a bit sudden, employees should appreciate having a clear understanding of changes and expectations from the start. Click here to read the article from Harvard Business Review.  \" \/>\n<meta property=\"og:url\" content=\"https:\/\/news.smarttan.com\/index.php\/get-off-on-the-right-foot-as-a-manager\/\" \/>\n<meta property=\"og:site_name\" content=\"Smart Tan News\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/SmartTan\" \/>\n<meta property=\"article:published_time\" content=\"2014-09-23T17:15:21+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/news.smarttan.com\/wp-content\/uploads\/2022\/08\/Smart-Tan-Logo.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"520\" \/>\n\t<meta property=\"og:image:height\" content=\"200\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"smarttannews\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:creator\" content=\"@SmartTan\" \/>\n<meta name=\"twitter:site\" content=\"@SmartTan\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"smarttannews\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"2 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\/\/news.smarttan.com\/index.php\/get-off-on-the-right-foot-as-a-manager\/#article\",\"isPartOf\":{\"@id\":\"https:\/\/news.smarttan.com\/index.php\/get-off-on-the-right-foot-as-a-manager\/\"},\"author\":{\"name\":\"smarttannews\",\"@id\":\"https:\/\/news.smarttan.com\/#\/schema\/person\/722dc7049af55e0ed743d67ce9ed4819\"},\"headline\":\"Get off on the Right Foot as a Manager\",\"datePublished\":\"2014-09-23T17:15:21+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\/\/news.smarttan.com\/index.php\/get-off-on-the-right-foot-as-a-manager\/\"},\"wordCount\":441,\"publisher\":{\"@id\":\"https:\/\/news.smarttan.com\/#organization\"},\"articleSection\":[\"News\"],\"inLanguage\":\"en-US\"},{\"@type\":\"WebPage\",\"@id\":\"https:\/\/news.smarttan.com\/index.php\/get-off-on-the-right-foot-as-a-manager\/\",\"url\":\"https:\/\/news.smarttan.com\/index.php\/get-off-on-the-right-foot-as-a-manager\/\",\"name\":\"Get off on the Right Foot as a Manager - Smart Tan News\",\"isPartOf\":{\"@id\":\"https:\/\/news.smarttan.com\/#website\"},\"datePublished\":\"2014-09-23T17:15:21+00:00\",\"description\":\"The keys to immediate success as a new leader, whether you\u2019re just starting with the company or have been promoted, are honest communication, being open to learning, being prepared to take action, Harvard Business Review blog contributor Jeanne DeWitt writes in her recent post \u201c5 Tips for New Team Leaders.\u201d DeWitt says she\u2019s started as a new manager five different times in her career, and she lists what she\u2019s learned to do along the way: Over-communicate. 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This way, you can identify untapped talents that you can help them utilize, which will not only benefit the business directly, but help improve their job satisfaction and motivation as well. Get your hands dirty. To be a good manager, you have to understand what your employees are going through on a daily basis. When you\u2019ve experienced the work that your subordinates do firsthand, you\u2019ll be far better prepared to help them navigate the various challenges they face. Plus, it\u2019s of course another way to gain credibility and respect from your employees. Be decisive. It might seem odd to jump right in and start laying down the law right away, but allowing workers to be unsure about your positions and policies is not a good idea. Once you\u2019ve gained a good enough understanding of the job, lay out your vision and start moving forward with it. While it might seem a bit sudden, employees should appreciate having a clear understanding of changes and expectations from the start. 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