What's the hardest thing for new managers?
According to a new survey, the main challenge involves finding the right "balance." More specifically, finding the balance between individual responsibilities and time spent managing others.
These results (more details below) resonated with me, as I'd written an earlier Forbes post, "The Two Most Common Mistakes New Managers Make," that also pointed to balance as a primary issue, though with a slightly different slant: the need for new managers to strike a balance in how authority is exercised. Initially you don't want to come on as too weak, or too strong. You can't be everyone's friend, but neither can you wield newfound power wildly.
Which is why I like management surveys. They're not just one person's opinion, but the digested opinions of many. This new survey, conducted by Robert Half Management Resources, was based on interviews with 2,200 CFOs. They were asked, "In your opinion, what is the most difficult part of becoming a manager for the first time?"
The responses:
"Balancing individual job responsibilities with time spent overseeing others": 32%. My impression? Fundamental but true: the classic balancing act all new managers must come to terms with. Hold tightly onto too much yourself and you get little done; delegate everything and you'll bury -- and alienate -- your staff.
"Supervising friends or former peers": 19%. Always tricky when promoted from within an organization. Usually not an issue if you come from outside.
"Motivating the team": 17%. Indeed, a challenge to managers at all levels. Many managers find it can be hard to motivate but frustratingly easy to demotivate.
"Prioritizing projects": 16%. Often takes time, experience and judgment to learn to separate the wheat from the chaff.
"Meeting higher performance expectations": 16%. And very different expectations, focused not on individual achievement but on eliciting high-quality work from others -- a completely changed orientation.
The survey also contained 10 "essential tips for new managers." Following are my three favorites, along with brief commentary.
Know where to go for help: "Learn what resources, including external subject matter experts, are available to you, and where you can turn with questions," the survey report notes. This is critical. A new manager's role is frequently full of uncertainty. Don't be afraid to seek help when you need it. Personally, during a long management career I always found my HR contacts of great value in gaining perspective on difficult employee issues. Over many years I never hesitated to contact them, and never once regretted doing it.
Establish boundaries: "Explain what you will need from peers and pals," advises the report, "and what they can expect from you. The new relationship status is not easy for them either. Acknowledging it upfront is a great way to east tension and uncertainty." Yes indeed -- clarity in management is king and queen. Clear expectations, both formal and informal, are a new manager's best friend.
Find your style, but be flexible: "Whenever possible, tailor your management style to each employee," the report counsels, "and change tactics if something isn't working." This is good solid advice -- growing comfortable in one's own management skin takes time. Self-awareness of how you're being perceived, and the ability to course-correct when needed, are valuable management assets.
Becoming a new manager is one of the hardest transitions in business. I found the insights from this concise survey fundamental and valuable.
What do readers think about the key challenges of new management? I'm always interested to hear readers' perspectives...
