Becoming a manager is not easy. Whether you’ve lead a team before or it’s your first rodeo, you’re going to have questions and need a lot of support. As an employer, you must set your managers up for success because managers set the tone for your organization’s departments. One poorly lead department can have a ripple effect that will be seen across your entire organization.
Most people won’t turn down a higher salary. If a manager moves up from a less senior role, they’re likely thinking about how this role will boost their finances. More money comes with more responsibilities and often more problems. Don’t throw your new employees into a situation they know nothing about. The best thing you can do to set your manager up for success is to be honest about the role, expectations, and challenges.
Whether your manager is new to the company or used to the organizational flow, ramping up can be difficult. Even a seasoned employee will need to get used to their new duties. If you don’t give your new manager a proper ramp up time, you’ll find that they’ll quickly drown in the myriad of work on their plate.
If possible, allow your new manager to work alongside the old manager for a week or two. What wisdom can the departing manager bestow upon the new manager? If the old manager left on bad terms, see if you can partner them up with someone on the team they’ll be leading.
If your new manager is leading their first team, you’ll need to focus on professional development as they get used to their new role. Offer your support, and get your new manager the training that they need to succeed in their new role. Some training opportunities you might want to go after:
● Get your new manager to take a management course at a local community college.
● Bring in a speaker who can motivate your new manager and the entire management team.
Get to know where your manager feels their weak spots are. From there, you can confirm whether you think those spots are weak and get training to handle any deficiencies you spot.
Goals are essential to manager growth. Everyone needs a target to hit, or it might feel like you are getting nothing done. Define goals for the first few months of management. In one month, how much growth do you expect? Set benchmarks for the first 90 days of management. Keep checking in on these goals to ensure that targets are being hit. Once goals are met, don’t forget to recognize your manager’s hard work.
We can’t do it alone. While you are a fantastic mentor for your new manager, they probably want someone who can truly resonate with them. Your manager needs another manager who understands the struggles of ramping up into a new position. Get your new manager in contact with a current manager in another department who can be their mentor. Have them set up monthly meetings to connect and chat about being a manager.
Your new manager may be feeling the weight of their new responsibilities, but that doesn’t mean they have to do it alone. The help you provide your new managers during this time will not go unnoticed. Executives who help their team adjust and succeed are paid with loyalty and hard work.