Managers maketh a firm. A company’s performance depends on its managers in a major way. Being given the opportunity to become manager at a young age means you have to groom for this role in a short span of time, and leave little or no scope for mistakes. For starters, here are 8 mistakes you should absolutely not commit as a young manager.
A successful leader shouldn’t just want to achieve his KRAs and get over with. He should instead look to create growth and opportunity for his company, and in turn, his team. Instead of planning how to grow your business by 20 or 30 odd per cent, plan how to grow it 10 or 100 times.
Smoke becomes fire. A team member’s minor performance issue becomes a major character habit later on. If you take note of performance issues early, you can give gentle corrective feedback to the concerned team member. If you're too slow to notice you have to give stronger feedback, and the performance issues may be harder to reverse.
Documenting poor performance or a situation at work via email helps employees understand the gravity of the situation and it is also helpful to have something on hand if it comes time to terminate the employee.
Documenting good performance via email, to the employee alone or to the whole team, is a great way to recognize a person’s contributions to the team and company. It's also a good habit to regularly document good performance of team members for your own purposes, so you can remember what you want to appraise them for at annual review time.
New managers let themselves greedily take credit for their team's work. Good managers attempt to redirect kudos and credit onto their team, or ideally, individual team members. This makes them quite loved in their team.
New managers pin the blame on team members. Good managers put the blame on themselves and understand that any failing within the team is a failing of the leader.
Inexperienced managers have low standards in hiring decisions, as they want the position quickly filled in an effort to make a hire. Good managers know that they're much better off keeping a high bar and waiting for the right candidate.
The difference in how employees receive unpopular decisions often depends on how those decisions are delivered. The more important or more unpopular the decision, the greater the need to manage its delivery. The best way to deliver unpopular decisions is at a team meeting where you can explain the reasoning behind the decision and take Q&A. Good managers explain why the decision is made.