The First-time Manager

Sharing my learnings from the book, The First-time Manager by Loren Belker, Jim McCormick & Gary Topchik

The First-time Manager by Loren Belker, Jim McCormick & Gary Topchik

What’s a rookie manager to do? Faced with new responsibilities, and in need of quick, dependable guidance, novice managers can’t afford to learn by trial and error. The First-Time Manager is the answer, dispensing the bottom-line wisdom they need to succeed. A true management classic, the book covers essential topics such as hiring and firing, leadership, motivation, managing time, dealing with superiors, and much more. Written in an inviting and accessible style, the revised sixth edition includes new material on increasing employee engagement, encouraging innovation and initiative, helping team members optimize their talents, improving outcomes, and distinguishing oneself as a leader. Packed with immediately usable insight on everything from building a team environment to conducting performance appraisals, The First-Time Manager remains the ultimate guide for anyone starting his or her career in management.

• However technical your job may be, successful management comes down to having good people skills. How others perceive you impacts their motivation to work for you. So, it’s especially important upfront to make an impression that builds confidence and trust in your abilities.
• During your first week as a new manager, avoid making any major changes. Give your employees some time to get used to your presence. Then, at some point over the next two months, schedule an initial conversation with every person on your team. Establishing this open communication is crucial not only for your team to gain trust and confidence in your abilities, but also for them to see that you have trust and confidence in theirs. And to build confidence in your team, it’s important to show them how much you appreciate their contributions.
• 2 types of management styles
  • autocratic manager wants complete control over everything and expects robot-like performances from his team. Autocrats believe that they should make every decision. They also believe that a softer approach is a sign of weakness.
  • diplomatic managers spend time explaining what and why things should get done. Diplomats know that involving their teams in decisions pays off in productivity. As a result, their teams feel like they’re working with their boss rather than for their boss.
• different people and situations require different management approaches. So, it’s important to cultivate an awareness approach when developing your management style. By adopting the awareness approach, you focus on each team member’s motivation and competency before customizing the amount of control or encouragement you give them.
• The amount of control or encouragement you give someone may change based on their situation. Similarly, you may need to adapt your overall management style in certain situations.
• One of the keys to successful management is learning how to delegate. Delegating means giving a task, project, or job to an employee in order to develop her skills and increase the organization’s overall effectiveness.
• delegation is a powerful training tool
  • Start by assessing your current jobs, tasks, or projects and select the ones you might be able to give someone else
  • consider which employee would feel motivated by the task, may have the time, and has demonstrated the required skills – or could benefit from developing them
  • Once you’ve determined who would best fit the assignment, meet with her to describe the task thoroughly. During the meeting, agree on any required outcomes and the timeline for completion
• Run efficient meetings by setting an agenda and sharing the floor.
  • send participants a proposed agenda a few days in advance. By giving enough time for them to prepare, those who attend will feel more engaged with the discussion.
  • The meeting agenda should include every topic to be discussed and a time frame for each
  • Start your meetings promptly so you don’t waste anyone’s valuable time. Prioritize the most important discussion points first to make the best use of everyone’s time together
  • When possible, delegate the different agenda items to others. Not only will they feel more involved, but it’ll help them develop their leadership skills
  • always be aware of your position as the manager. If you’d like to hear everyone’s opinion on a topic, hold off on sharing your own ideas until after everyone else has spoken
• when it comes to hiring, it’s important to get it right the first time. Your decision must be based on actual data, references, tests, and any other tool available to you. 
• When interviewing a candidate, your priority should weigh his attitude against his education, experience, and skill.
  • start an interview with some small talk. Then, ease into giving the candidate an idea of the company and its people – but keep it brief
  • After giving the candidate the opportunity to ask any questions, it’s time to investigate his attitude. One way of doing this is by asking questions, like, What did you like best about your previous job?
  • you can discern a candidate’s attitude by the questions he asks. Those inquiring about training programs or in-company promotions are likely going to be better staff members than those focusing on vacation time
• There will inevitably come a day when you need to terminate a staff member. when it’s unavoidable, learning how to sever the tie is an important skill shrouded in discomfort for both parties. 
  • When discussing her performance, outline the current situation, the expected level of performance, and how to bridge the gap between them
  • Be explicitly clear that her job is in jeopardy but also provide encouragement and support
  • Once you’ve agreed on the goals and required actions for improvement, discuss when to check in next.
  • This cycle should go on until the employee has met the agreed-upon goals or you decide to dismiss her.
  • If the underperformer fails to improve, having the signed documents showing your process is critical to counter any potential lawsuits.
• Align your employees’ interests with your company’s needs to boost motivation.
  • getting to know your direct reports. As you gain their trust, you’ll learn about their personal interests and professional goals.
  • then match your employee’s aspiration with the company’s need. (Aka dovetailing). Dovetailing is a management technique that joins your individual team member’s aspirations with the company’s goals. 
• Cultivate emotional intelligence and a positive self-image.
  • Emotional intelligence is your ability to understand your own emotions and having excellent people skills to boot. Emotional intelligence is a learned behavior and your EQ can rise drastically over time with some work.
  • your ability to manage others also depends on having a positive self-image. projecting quiet confidence will increase your likelihood of success. You can improve your self-image by practicing positive self-talk. By wiring your brain with positive messages, you’re able to improve your ability to handle challenging situations.