It’s finally happened, you are a new manager, the first person of the company, the head of a large division or a small department, group, project, etc. Have you grown to new position in your company or came to it from the outside, you have been walking for a long (or short) time to get there, and what is certain is that you have subordinates, it is this external sign that distinguishes a manager from other employees.
Perhaps you have become head for the first time in your career, having reached the maximum as a specialist and further growth automatically led to a position where you will be assessed on managerial, rather than technical competencies. It may also be that this is your next step along the already familiar bright path (labyrinth with dangers) of the managerial route.
You excitedly began to fulfill your duties, as you understood them by this moment, began to get involved in business, meet with employees, delve into problems and actively solve them, you are immersed deeper and deeper in the process of learning a new job, and it seems that you are beginning to understand your maneuver.
But soon, to the joys of the new post, grief, troubles, problems began to be added, and what had previously seemed simple and understandable from the outside, in reality turned out to be completely complicated and not entirely clear. At the same time, you are bombarded with an avalanche of calls, letters, meetings, messages, negotiations, documents, from which some kind of mixture is created, information noise, a vinaigrette of management events that need to be responded to, but in which you can get lost and confused, priorities are unclear affairs, their importance, urgency...
You try to keep the situation under control, but at the same time a gradual immersion begins in the everyday life of everyday activities, in small things, routine, behind which your great ideas and plans for transformation begin to fade into the background, you have no time for them. And suddenly, despite all your efforts, you are surprised and alarmed to discover the first signs of dissatisfaction on the part of senior management, as well as minor problems in interaction with subordinates.
You begin to realize that, probably, you make mistakes, wrong steps, the significance of which you cannot even correctly assess, and some you simply do not notice, and mistakes that are not only inevitable at the initial stage, but also your own, introduced, not forced.
Confusion arises, self-doubt arises, suspicion of others increases, and the expectation of troubles increases. You begin to reconsider your own principles of work and adjust your hard-won plans, strive to control your management activities, remembering that the probationary period is not over yet, that if things go badly, they will change not your subordinates, but head, and there are possible options...
A similar state, to varying degrees of tension, is experienced by most new managers during the initial period of activity in new positions. But the majority still finds, including through trial and error, their own ways of “entering” a new position.
At the same time, you need to understand that it is objectively difficult to fit into a new environment, there are too many new questions, problems, ideas, plans, events, people, tasks...
This initial period of a leader’s work, a kind of “First 100 Days,” occurs not only for presidents and prime ministers, but also for new leaders at any level. “The first 100 days” is a very multifaceted phenomenon that accompanies head constantly, on the way up, in movements along the management horizontal, as well as on the descent, to its real last days work before retirement.
They must be successfully completed, these 100 days (a conventional figure, it can be 7 days or 30 days, depending on the situation).
The beginning of this period coincides with the first day of the manager’s arrival to a new position, and the end may be before the formal completion of the probationary period, coincide with this date, or end after it.
Of course, there are people who don’t even need one day to secure a new position. Such subjects feel confident not by right of their competence, professionalism, personal outstanding qualities, but because of the presence external forces, guaranteeing them complete independence of their position from the results obtained in the process of their activities in this position. We regularly watch such figures, especially at the very top of the management pyramid, on TV, when they bravely give the next 123 instruction or order, put something under control, as always, promise, but never return to the previous 122 instructions for the same topic. Our conversation will not be about them.
The publication discusses the issues of a new manager's initial period of work, provides an overview of typical difficulties with recommendations for overcoming them in order to fully function in a new position.
Life cycles of the organization and the leader
The first thing that would need to be done, while still a candidate for a new position, is to establish in what phase life cycle there is an applicant and the organization (or its division) in which he intends to develop his career. Such an analysis will require the candidate to be able to select the necessary scale of consideration in order to see the picture beyond the boundaries of the position being sought, which is usually not enough time, imagination, or desire, especially when the new position is about to become a reality.
But, even when in a new position, you should devote time to this issue in order to get a more accurate idea of your own location in the company’s hierarchy, about the direction and trajectory of the company itself, which will protect you from possible errors and excessive expectations in the future.
Organizational life cycles (OLCs) are very well described, both in theory and in practical examples, and are usually structured into the following stages or phases:
- Formation and initial period of formation of the organization.
- Occupying a niche and growing the organization.
- Consolidation in the market, stabilization, maturity of the organization.
- Recession, crisis, loss of market, degradation, decline of the organization.
Taking into account the time of dynamics and the duration of the stages, in the life cycle there may be options for rapid growth, short stability, rapid decline, or slow growth, long-term stability and sharp decline, or slow growth, long-term stability, gentle decline, etc.
The decline of an organization may be followed by a revival of the company, and the cycle will begin to repeat itself, or the company may be acquired, merged, or liquidated. There are a great many varieties of life cycles, but they all fit into the given stages of the life cycle (see figure).
By analogy with the life cycle of an organization (the set of development stages that a company goes through during its existence), we can also talk about the life cycle of a manager (LLC). Moreover, ZhCR refers both to the current managerial position of a given boss in a given company, and to leadership, management, as a field of activity, in general.
At the intuitive and everyday level, the existence of life-centered behavior is actually recognized by any leader who has at least a minimal reserve of critical attitude towards himself. Moreover, everyone knows reliably where their life cycle begins and how it inevitably ends.
Ordinary people understand that being in this leadership position is not given to them forever, and, according to this consideration, they build their policies. Of course, this does not apply to managerial geniuses, born leaders, types like Comrade Byvalov from the Volga-Volga film factory (director of the balalaika factory) or, for example, to members of the tandemocracy. But these are some kind of outstanding people, and we are talking about ordinary managers who simply must know that everything that has a beginning ends, including their work in the next managerial position.
The figure below shows the general leadership cycle that is typical for any leader. This cycle consists of the stages of initial period, growth, maturity and decline and characterizes the entire career path traversed by the manager. Along the way, this leader held various senior positions both in one organization and in various companies in which he had to work.
In a manner similar to the life cycle of an organization, the life cycle is also structured, in which several main stages and tasks that a manager faces in a new position can also be identified (see table). The table also shows the prerequisites (probabilities) for leaving the current position, either voluntarily or under duress. In addition to the probabilities (high, medium, low) of leaving a given position, we can also talk about the stability of the manager’s position in it. The value of stability, depending on the stage of life cycle, can also be low, medium and high.
Stages of a leader's life cycle
|
LCR stage |
The main task of the stage |
Probability of leaving/stability of position |
|
Initial period of work |
Successfully complete a probationary period and receive a permanent contract for a new management position |
High / Low |
|
Manager's growth period |
Invest as much as possible in achieving your goals, the growth of the company (division, project) and your own growth |
Average / Medium |
|
Period of leadership maturity |
Harvest, develop, express yourself, lead freely and happily, but control the situation and remember that this too will pass |
Low / High |
|
Period of decline of a leader |
Recognize and realize in a timely manner the facts of the onset of decline and a) restructure in this position, b) start a new life cycle in a new position, c) leave on your own, d) wait for dismissal |
High / Low |
A comparison of the life cycles of the organization and the leader can clarify a lot about the characteristics and conditions for the development of a leader’s career. You can show miracles of personal management, dedication, dedication, etc., but if this organization is in decline, this will not have a positive impact on the position of the manager. Conversely, a manager with relatively modest abilities can jump up the hierarchical ladder of positions in a matter of years if the organization is on the rise and the need for managers is quite great.
Paradoxical situations may also arise when management begins to flee from a company tending to decline, and the remaining managers can be appointed to the vacated positions, making official careers (including for entry in the resume) according to the principle of “up the ladder leading down.” "
The table below shows the risks of a manager retaining his current position and the opportunities for the manager’s future career aspirations, when overlaying the stages of a manager’s life cycle with the life cycles of the organization.
Risks and opportunities are presented here for the variant of a certain average leader and for the same abstract typical organization located in a certain external average environment.
Stages of the life cycle of an organization and a leader
LCC stage/ |
Elementary |
Height |
Stabilization, maturity of the organization |
Decline of the organization |
Elementary |
High risks, Medium opportunities |
|||
Period |
Medium risks, Medium opportunities |
Low risks, high opportunities |
High risks, Medium opportunities |
|
Period |
Medium risks, high opportunities |
Low risks, high opportunities |
Low risks, high opportunities |
High risks, great opportunities |
Period |
High risks |
Medium risks, |
Average |
High risks |
You can customize this table for yourself, focusing on the realities of your own position and the employing organization. Analysis of the above combinations, taking into account the personal characteristics, preferences and trajectory of the manager’s life cycle, in connection with the specific characteristics of the position held and the stages of the life cycle of the company in which he works, can be useful for developing a rational strategy for the manager’s behavior on the career ladder, especially in the initial period leader.
Initial goals and plans
Of course, you have great goals and big plans for what you should accomplish in your new position. However, now it is necessary, within the framework of these large plans, to set goals and plan your activities precisely for the initial period, for your conditional 100 days, which can last from several weeks to several months, depending on the situation. The goals of the initial period of a manager in a new position can be formulated modestly, briefly and clearly: to hold on, clarify the situation and prepare.
- hold on in an entry-level position means serving a probationary period and signing a permanent contract with the employer, if required. This is the main goal. Not everything is simple here, there may not be an automatic contract, and your mistakes or dissatisfaction with your work may lead to the fact that a permanent contract will not be offered to you. Keep in mind that there are employers who, during the probationary period, specifically hire people at a reduced salary, make the best of them, and then fire them as having failed the probationary period and invite another employee.
- Clarify the situation in a new position (especially in new organization), this means getting information that you couldn’t have before about the state of affairs, about people, your employees, colleagues, management, about the functions performed in your position, about the features of the business, etc. This information will help you assess the situation from your new place and, accordingly, better plan and structure your future work.
- Get ready to further full-scale and active work, which should unfold after signing a permanent contract, having the necessary formal authority for this, clarify your plans, prepare and create your team to implement your plans, get the go-ahead from management and neutralize possible resistance.
To achieve the above goals and successful completion During the initial period of a manager’s work in a new position, we provide a number of recommendations.
Accept cases
If there is a ritual for accepting and transferring cases, then start with them, although hopes for this procedure, as a rule, are not justified, especially since you are already in the place for which you are responsible and there is no turning back. It happens that the acceptance of cases consists of a couple of meetings with the previous manager, perhaps with a call and a short discussion of the situation with a superior manager. And the document itself on the acceptance of cases (if such is provided) formally draws a line under your doubts and hesitations, everything is already behind you, the Rubicon has been crossed, now only forward.
It is clear that this form is not acceptable for financial matters or material assets; here you need to be very careful and, if possible, formalize and accept everything on the basis of documents (balance sheet, balances, accounts, inventory...).
Introduce yourself to employees
After taking up a new position, the manager should hold the first meeting with employees, without delaying this event and warning subordinates about it in advance, even if you have risen to become a manager at the same enterprise and did not come from outside. Usually, senior management will formally introduce you to employees on the first day (except for telling them what your name is, and the management hopes for you and your subordinates; you can’t expect more from such an introduction).
Sitting in the office all the time new boss, calling employees to him through the secretary and from time to time sending down directives, or strongly despises or fears his subordinates, which will certainly be noticed and discussed.
Therefore, a conversation with the team on your initiative will be useful to create a good basis for further collaboration. At such a meeting, it is advisable to speak with a short message, tell about yourself, oh life path as a leader, specialist and person (about marital status - mandatory), in general view outline your approaches to working in this position. It is appropriate to state that your goal is not to break down and rebuild, but to develop and improve the activities of the company (division), with the active participation and in the interests of employees too.
Well, one should not forget about the fact that one is greeted by his clothes and seen off by his mind when preparing such a meeting.
Have your plan
You should not assume that planning is pointless until you occupy the desired post; hope that on the spot it will be clear what, when and how to do. Your goals for the new position and action plans should be defined before you are appointed. You must develop a separate plan for the initial period of activity, as part of your larger plans for work in a given company (division).
It is advisable to have a plan written on paper; your memory may fail you, and you will move under the pressure of circumstances, believing that this is your plan, forgetting what and why you were striving for a new post. Your personal plan as a working document should always be at hand, kept up to date, and it should be constantly brought into line with your understanding of the situation through systematic monitoring of execution and adjustments based on the results obtained.
Such a plan will help you get through the initial period successfully, after which, with formal approval in your new position, you can begin to implement your big plans.
To lead is to do the work with the hands (brains) of subordinates
If you did not understand or forgot for a long time that your job is to do your work with the hands of subordinates, then this circumstance will very soon become a source big problems. Do not work for subordinates, but organize and provide for them effective work– the first condition.
Which can sometimes be violated - and this is quite acceptable - when you have to demonstrate, as an example, for example, your own technical competencies or show the class of executive work, so that it is clear to your employees that the boss is a trained person in the business he leads.
And the initial period of work is most suitable for such a lesson. And the temptation to perform their job duties for subordinates exists, especially in conditions of time shortage, when you urgently need to issue some important document or other result, when you have (possibly unfounded) mistrust in employees. In addition, a manager’s systematic craving for executive work may also indicate an attempt to compensate for his managerial shortcomings and shortcomings. There is only one principle here - everyone must do their job, which means the boss must lead.
Treat employees as people, not resources.
When you have a certain number of subordinates under your command (which happens when you take on a new position), there is a temptation to use employees as resources, similar to technical, material, financial and other types of resources. Something like, if it’s cold, we’ll turn on an additional heater (we’ll send another employee to do some work).
This will be greatly facilitated by the inappropriate and inappropriate application of such terms and names as HR, personnel, workforce, functionaries, etc. But people are not heaters, even when it comes to work like digging a trench from the fence to dinner, and cannot be completely interchangeable.
Remember that this approach to people can let you down, so it is better to use words like “employees”, “colleagues”, “workmates”, which reveal the human side of your staff, allowing your subordinates to see in you not only a leader, a boss, but also a man with his strengths and weaknesses. And this boss should be able to recognize individuality, personality in each subordinate and accept it accordingly. management decisions regarding employees.
Get to know people
Get to know – or better yet, study – your employees, remember their first and last names, review personnel information, determine how possible this is in the initial period and understand the interests of the employee. It’s better to meet, listen and take into account his assessment of the state of affairs, suggestions for improving work (which everyone has, but not everyone will express them; you also need to be able to get the person to talk).
But not only to know, but to interact effectively, establishing business relationships with subordinates and colleagues. From the people at your disposal, you will have to make a team capable of solving the tasks you have set. At the same time, you must remember that you cannot put a scarf on every mouth, that you will not be good for everyone, that you have both a stick and a carrot, etc.
Therefore, you will have to not only pat them on the head, but also enter into conflicts with employees, receive from them negative reaction on your actions, but do not forget that you can get to know people only by generously loading them with work and asking them for their performance. You should know that your task is not to please everyone, but to lead your team along a difficult road to achieve your goals.
Understand the structure
In the initial period, it is necessary to understand in detail the structure of your enterprise (division). It is necessary to analyze the relationships between departments, find informal connections, see individual and group goals, and all this should be done taking into account the context of the execution of the assigned tasks. Try not to get into a situation where you can’t see the forest for the trees.
At the same time, do not limit yourself only to the study of your own, subordinate structure, but also find your location in the system of relations with other structures of the hierarchy around you. Review your new responsibilities (as well as rights and powers) one level up, to your immediate supervisor (it doesn’t hurt to your boss’s boss). Understand and understand the corporate culture, know the traditions, written and unwritten rules and requirements that exist in the company (division), and master new terminology.
Misunderstanding, ignorance or ignorance of structural, systemic issues leads, one way or another, to the emergence of big problems in work, and often, as it seems, to their unexpected and inexplicable manifestation.
Overcome Alienation
An obvious, but not always recognized, understood and accepted problem is the alienation of the new boss from his subordinates, a divide that always exists to a certain extent, but with great preconditions for expansion, sometimes due to the arrogance of the leader, and sometimes on the initiative from below. Someone himself intended to become a boss, someone is not inclined to change their habits because of the new demands of the new leader, someone is always against everything, etc., there will be reasons for mutual distrust and creating distance between the boss and employees, to the detriment of work.
A new post does not automatically guarantee the manager either respect, recognition, much less love from the team, at least in the initial period of work. It is necessary to overcome alienation and achieve at least the loyalty of employees, and you should strive for this from the first days of work, consciously setting yourself such a goal.
Of course, not through any flirting or manipulation with subordinates, which can easily be agreed to in order to achieve short-term goals, but by creating a regime of transparency and predictability in your management activities, as well as through personal example of honest and professional work.
Complete the transition process
The initial period is a kind of transition process in the organization (division), similar physical processes when electronic devices are turned on: the voltage increases, exceeds a certain average level, then it drops down, a series of such oscillations and stabilization occurs. Of course, there are probably no instruments for measuring transient processes in organizational structures, but qualitative analysis is possible.
It is advisable that the moment you enter a new position does not cause destructive transition processes, so that the structure you head does not go haywire (the device does not burn out), even if you use the approach of a new broom, which sweeps in a new way.
To illustrate, you can use, for example, the following diagram: a new manager came, set the bar of target requirements too high - the employees started grumbling, their opposition and a drop in efficiency; the boss understood the situation, lowered the requirements (temporarily), perhaps even below the target values, the subordinates adapted; the boss translated the requirements to the target level and the team started working steadily.
The manager needs to know the nature and be able to survive the period of transition processes in the company and division.
Trust but verify
The first impression of the new boss remains with the team of employees for a long time and is difficult to change in the future. Therefore, there is no need to instill and instill fear and horror in subordinates; this is often a consequence of the new leader’s own fear and incompetence; fears will give rise to difficult-to-eliminate counter lies that distort what is happening to the detriment of management.
Do not frighten people, but attract and make allies out of them, albeit with varying degrees of loyalty, do not work alone, relying on the authority of the position, when the strength of your personal authority is still very insignificant. Within joint activities, it is better to start with trust, with openness, with the gradual delegation of authority to employees, with a willingness not to look for those to blame, but to discuss problems and find solutions together.
An integral component and companion of managerial trust is systematic verification of execution, without which effective leadership simply doesn't exist. After which, if necessary, the whip will be justified and in the hands of the boss.
Be predictable
Improvisations, management innovations, fashionable management methods, various “wants” from the boss, even if they outwardly look good for the business, are good in moderation, employees quickly get tired of them, stop responding to them, and trust in the manager will be undermined.
When learning to drive, a good instructor usually warns the student so that his behavior on the road is predictable and understandable to other road users. So is a good boss - when moving in a new position, he behaves in a similar way: he gives turn signals in advance, changes lanes, brakes and accelerates, without creating an unexpected threat to employees.
The temptation to get things done faster, to get one’s way, and excessive trust in HR methodologies and the technical side of management provoke the boss in the initial period of work to use all his new power, for example, when making changes in a subordinate structure, executing them from a position of strength.
Introduce into your practice a transparent and open institution of management - office meetings, at which you raise and discuss topical issues and develop decisions on them together with the participants, and do not generate these decisions as a result of individual reflections or a separate discussion (conspiracy) with several close associates who like to run and inform management.
In any case, responsibility remains with the manager, and strong-willed decisions will not disappear from management practice, but it is better to avoid creating surprises for subordinates, and for effective management it is recommended to involve your employees in the process of preparing decisions.
Interact with management
Business relationships with senior management can be established on their own, for example, based on the good results of your work, but it is better to make this process conscious, regular and controlled.
We are not talking about flattery and fawning, the accompanying signs of which are easy to detect too often at all levels of the hierarchy, but these means will not get you very far (although some manage well). You should understand that you cannot escape your superiors, even if the person of your immediate supervisor is frankly unpleasant to you.
You need to work with your superiors, report on emerging difficulties, not be afraid to seek advice on a particular problem, clarify the tasks set by management and discuss methods for their implementation, promptly inform about emerging difficulties, ask for help if necessary, etc. Observing, of course, the measure, not bothering the management over trifles and, if possible, agreeing on the frequency of such meetings, if the top itself does not propose its own regulations.
At the same time, it must be said frankly that you need to work for your manager, but in such a way that he is aware that you are working for him not out of fear (due to job responsibilities), but out of conscience.
It is better to do this by understanding what tasks your boss solves for his boss, i.e., look at the management vertical one step further. This is a delicate matter, excessive visits to management and curiosity are not welcome, but in the initial period it is permissible to once again consult with the top in order to prevent serious mistakes due to ignorance or misinterpretation.
Organize your daily activities
Daily activities (DA) usually include the current activities of management in managing a company (division), usually resulting from job responsibilities employees. PD includes activities such as meetings, reports, negotiations, conferences, telephone calls, work with documents, etc.
Our daily responsibilities are usually considered routine, routine, a source of waste and time wasters, which we may not like, but it is impossible to exclude them from our work schedule. Therefore, it is necessary to increase the efficiency of PD by better organization, elimination of losses, planning, automation, regulation, delegation, time management, and other methods.
It is dangerous if the PD overloads the manager in the initial period of his work, accordingly absorbs time and hopes, and pushes back best laid plans and beginnings, immerse you in routine, do not let your creativity etc. And then it will generate the necessary arguments for complacency, that it is impossible to achieve any other result with such turnover.
Therefore, it is important, during any daily workload, to reserve personal time for yourself, preferably around an hour, to understand what is happening, self-control and personal development as a leader.
Create a team
Just because you have become the boss of many people does not mean that you have a team that is capable of not only playing, but also winning, it has yet to be created. You need to start with a personal example, with the motto “do as I do”, and not with the “do as I say” that is usually met with your superiors, by attracting and convincing a number of key employees that you are right.
Over time, your “inner” circle will be determined, a core of managers and specialists with whom you will plan work, implement what is planned, assess the situation, determine further tasks and monitor the progress of their solution. You can consolidate and coordinate the team’s activities by involving employees from your inner circle in the development and implementation of your team’s now common program. People will be drawn to you if you have a predictable line of behavior, without shying from side to side.
We must also remember that calls and personal examples alone will not get you far; you should already think through, discuss and propose to your team (employees) the motivational principles of your leadership in the initial period of your work. At the same time, you need to understand that when the manager creates his own team capable of solving the assigned tasks, his bosses will begin to attract him to the team at a different level.
Set priorities
At the initial stage of a manager’s work, in conditions of constant lack of time, incomplete information, gaps in understanding the situation, uncertainty in employees and other types of uncertainties, it is important to at least determine your rut, general principles and the goals of your work and follow them as far as possible, guided by them when making decisions.
What can the following be used for? sample list areas of work from which you can build, combine and specify your own list of priorities:
- Work for yourself, for your family, accumulate competencies, build a career
- Work for your team, your team, your subordinates
- Work for your immediate boss, really help him
- Work for your boss's boss, see what they want at the top
- Work for the company as a whole, as an employer
- Work for society, for the people around you
- Work for the state, for the whole world...
Achieve first success
The initial period of work should be completed with some success significant for the scale of the structure headed. This could be leading a company or division out of a crisis (often for this reason a new boss comes), receiving a lucrative contract, approving a new line of work, etc. It should not be surprising that what is considered a success for some employees may be considered a failure by others.
The new manager, depending on the specifics and field of activity of the company, must formulate the criteria for success at the very beginning of his work and should achieve this goal together with the team, regarding his success as the result of teamwork. And accordingly, consolidate the gained positions, your ability to lead with higher-ranking bosses, now based on the actual results that this success brought.
Conclusion
The initial period of a manager’s activity in a new position, his “first 100 days,” is an objectively difficult stage of work for many beginners and even experienced managers. At the same time, in various positions in companies various forms ownership and industry affiliation, the new manager faces similar problems, which often have to be overcome through trial and error.
The material in this publication contains an overview of the difficulties that accompany the initial period of a manager’s work and corresponding recommendations, which, if applied critically, can help in solving specific problems facing a manager in the initial period of his work in a new position.
Congratulations! You are now a leader. You have been waiting for this for so long, you have strived for this, and here it is - happiness. But... do not forget that you will need to rebuild all relationships with colleagues, friends, and ill-wishers. And this is not as easy as it seems at first glance.
Purpose. You've been waiting for him for so long. And then it happened!
Today you go to work in a new capacity. As a leader! There are a lot of questions in my head: “How will your former colleagues perceive you in your new capacity?”, “How to justify the trust of your superiors?”, “How to structure your work so that the next career step becomes available?” In this article you will find several practical recommendations for those who grew up in their own team and became leaders.
The first thing you need to remember is that everything has changed. The system of relationships to which you are accustomed no longer exists. Relationships need to be rebuilt.
You also need to understand that you will no longer be treated the same way as before. You need to come to terms with the fact that the leader is always, at least a little bit, a bastard. Even the best one. Even the most sincere. If only because now your main task is to make other people work. And, if you show too much warmth, then people will sit on your neck and force you to do your job, and if you become too strict, you will demotivate the team and reduce its effectiveness. Well, the very situation of your appointment is probably getting on someone’s nerves.
If you have a question about where I got all this from, then just try to find a person who has never discussed anyone in a smoking room. Or an employee, or even better, a manager who has never been discussed in the smoking room. Exceptions, of course, happen, but they confirm this rule more than they refute it. And you are unlikely to be an exception. In any case, you will be discussed in smoking rooms. And not always in a positive way. Positivity needs to be earned.
Therefore, all relationships need to be rebuilt. Which ones and how?
Your boss
Surely, the manager who appointed you or pushed through your appointment has some hopes for you. And it’s very good if you know which ones. However, in any case, it will be useful to reaffirm what is expected of you and why you were chosen for the job. Ask about it directly.
Of course, not every manager can talk openly and get a full description of your goals. But it's worth a try. Immediately after your appointment, you have a head start, albeit a small one. Because right now you can and should ask stupid questions. Now everything can be attributed to nerves, worries, etc. So your first task as a manager is to get as much information as possible about the requirements for you and work goals.
Your new subordinates
Among them, there are probably those with whom you communicated more and even became friends. Try to build new relationships with such people. After all, they also have certain hopes associated with your appointment. For example, a more loyal attitude towards oneself, concessions, etc. Remember that what is called friendly relations among equals is called familiarity between a leader and subordinates and leads to very sad consequences. There is a widespread belief that “power corrupts people.” It develops due to the fact that the manager is sometimes forced to make unpopular decisions, and when those who considered themselves friends or acquaintances of such a manager fall within the zone of action of these decisions, they immediately transfer work issues to personal relationships. In our culture, the distinction between work and personal relationships does not work. Americans sometimes succeed, but not always.
How can you mitigate the change in your status for such people? First of all, be sure to talk to them. Better private. The point of the conversation should be that you do not want your steps to be interpreted in the near future as a change in personal attitudes, but you will be forced to treat everyone the same and judge people only by their work results. Don't think this conversation is easy. However, if you don't need complexity, remain a performer.
Detractors
One can expect both outright sabotage and a “cold war” from them. One of the biggest mistakes new managers make is to flirt with these people, fearing that they will undermine the workflow and, with it, management's trust in the new manager. Should not be doing that. Because they will immediately mistake your desire to establish contact for your weakness and begin to shift their work to you. To protect yourself, learn to set tasks in such a way that all the details are agreed upon initially. And for this it will be useful to study SMART goal setting technology.
Also, in relation to these people, you should not immediately demonstrate your power by handing out punishments and reprimands. However, the requirements for completing tasks in relation to them should be no less strict than in relation to “friends”. Remember that you cannot avoid grievances and disappointments in the team, just as you cannot avoid your own emotions. After all, we are people. But I highly recommend adopting the “rule of inhalation.” That is, when you want to tell a person everything that you think about him, take in more air into your chest, and while inhaling, think about whether it’s worth saying. More often than not, it turns out that it’s not worth it. Well, if you do decide to speak out, you will have enough air to do so.
In general, with all employees, it is very important to become predictably objective. That is, people should know as accurately as possible for what they can receive an incentive and for what a penalty. Then you will have more opportunities to regulate the work process and relationships in the team.
Heads of other departments
Now you need to remember another important group of your colleagues. These are the heads of other departments of your company or institution. You also need to establish relationships with them.
For them, you are still a new person, even if they have known you as a performer for a long time. And how they accept you will determine how you can perform your tasks, because in modern organization Much is decided by the interaction of departments. And it is based on what kind of working relationships are built between managers.
A good way is to ask other managers for help. After all, you really need it, and they have leadership experience. Ask questions. This will help you learn the intricacies of your new profession, and establish relationships in your new surroundings. And by the way, if you want to make a proposal at a meeting, then at first, and in the future it will also be useful, discuss it with colleagues of equal status. By doing this, you will not allow the reputation of an “upstart” to arise, and your proposal will have more chances.
Another important point in interaction with other departments - knowledge from regulations. The majority of corporate clashes arise from the fact that not only employees, but also heads of departments working in neighboring offices simply do not know what capabilities and limitations their colleagues have. Therefore, to make your life easier, ask other managers to familiarize you with their internal rules.
Service departments
There is another category of people with whom you need to establish contact - employees of service departments. They are often considered the "little people" but in fact they play a vital role in the functioning of the organization. If, for example, you come into conflict with the system administrator, then your entire department risks being left without mail for a day or two. If you haven’t established contact with the accountant’s assistant, then very unpleasant delays in paperwork may occur, but if you offend the HR assistant, your employees wait a month for the necessary certificate.
If you grew up in a team, then you know these people and the problems that arise regularly. So, take a day to map out your department's interdependencies and another week to talk to everyone the right people. remember, that One of the main functions of a leader is to negotiate.
To briefly summarize everything written above, a leader is a profession in which diplomacy and objectivity play a very important role. We hope that the advice you found in this article will help you start your management career more effectively.
Galina Georgievna Panichkina, Candidate of Economic Sciences, Associate Professor of the Department of Marketing, Volga Academy civil service named after P.A. Stolypin under the President of the Russian Federation.
1. Employee
The first working day is the most important and the most difficult from a psychological point of view. How you behave on the first day will determine how your relationships with colleagues will develop in the future. It is appropriate to remember folk proverb: “It lays down softly, but sleeps hard.” In this case, it reflects well what your behavior should be in a new organization at first, and it should be in highest degree diplomatic.
On the first working day, the manager is obliged to introduce his new employee to the team. Next, experienced employees must bring the new colleague up to speed. There is no denying the fact that there are people who take pleasure in seeing a new employee suffer. Your task is to give them as little pleasure as possible. However new employee should not, in any difficulty, distract colleagues from their own affairs. Everyone has their own responsibilities, so you shouldn’t constantly jerk someone around, preventing them from working. Try to be observant and take note of how others solve certain problems.
No matter how highly professional you are, a good relationship they don’t play with people in a group last role. A newcomer to the team will be scrutinized at first and may be treated with bias. Immediately show that you are punctual - do not be late for work and do not leave the workplace before the end of the working day. Don't hang around the offices unnecessarily.
In the first days, you are required to offer a friendly greeting and short, polite and friendly contacts. Such a start to the working day helps to forget home problems, overcome the painful impressions of transport inconveniences, and make it easier to get into a normal working state. You should not introduce a new employee into the intricacies of personal relationships between some team members. The form of address of all employees of the organization depends on traditions and on the personal sympathies of each, but it is not customary to address someone by their last name.
Well-mannered people are always interested in the affairs of their colleagues. Their successes should sincerely please them, and their failures should upset them. Personal grievances, likes and dislikes should not affect business relationships with colleagues. You should not bother your colleagues with stories about your worries and personal troubles.
An employee's workplace can also tell a lot about him. A well-mannered person will never force others to admire the mess on his desk. Women should not do makeup in the workplace, especially if there are several people in the office. Don't look at papers on someone else's desk, don't look for anything there. Do not have long personal conversations on your office phone; it is unacceptable to listen to other people's telephone conversations.
If someone approaches you, give that person your attention immediately. Try to remember his name by repeating it quietly to yourself. If you are unsure of a name, ask the person to say it right away. Listen to everything that is said to you, highlighting what is especially interesting to continue the conversation. If there is nothing interesting in the conversation, try to cling to at least something. If someone is introducing you, look first at the person you are being introduced to, and then at the person introducing you. The only acceptable physical contact in the business world is a handshake. Little attention is paid to the handshake, although in practice it is universal and, moreover, very important for perception.
A friendly handshake is firm but painless; accompanied by eye contact and a smile; carried out right hand; lasts no more than two or three seconds. Don't shake hands the entire time you're being introduced, and use the handshake to draw the person towards you.
A handshake must be performed in the following situations:
if another person reaches out to you;
if you meet someone;
if you greet guests or the hostess of the house;
if you renew acquaintance;
if you are saying goodbye.
During a conversation, you need to not only listen carefully, but also appear to be listening carefully. This is achieved through body language. Look at the speaker while leaning slightly forward.
During the conversation:
Don't slouch, but don't stand at attention either;
do not fold your arms across your chest;
don’t tell long, boring jokes;
don't watch other people move around the room while someone is talking to you;
Do not fill your conversation with incomprehensible and mysterious words.
In the competitive world of business, being polite is not enough. One must be prepared to manage crises, personal conflicts, criticism and other problems when people gather in one place to do some work.
If you are a manager and, according to your position, you have to coordinate the work of subordinates, it may happen that someone does their job improperly. In this case, criticism cannot be avoided. However, here you should pay attention to several rules:
criticize only in private and under no circumstances in front of witnesses;
criticize the problem, not the person;
be specific;
The purpose of criticism is to improve performance, not destroy trust.
When accepting criticism, do not dodge or hide. If the criticism is unfounded, you have the right to say so, but only calmly. If criticism turns into personal insults, do not respond in kind.
A well-mannered person will always note that a colleague looks good today. Again, before you give a compliment, remember the rules:
be sincere;
be specific;
compliments must be given on time;
don't make comparisons.
Accepting compliments:
just say “thank you”;
do not be modest and do not say something like: “What nonsense!”;
don't say what you could have done better with more time;
do not modernize the compliment on your part.
Be considerate of your colleagues. If someone is sick for a long time, call them or visit them. Try to join the team. If it’s customary to drink tea or coffee at work, congratulate you on your birthday, take part in all events and help organize them. Those who collect money for a birthday gift should not insist if one of their colleagues refuses to hand over the money. In response to congratulations, a treat is usually offered, but it is not advisable to organize too lavish celebrations at the workplace. Don't try to impress others with your generosity and culinary talents.
2. To the manager
As a rule, a newcomer to an organization faces a large number of difficulties, the bulk of which are generated precisely by the lack of information about the work procedure, location, and characteristics of colleagues. A special procedure for introducing a new employee into an organization can help alleviate a large number of problems that arise at the beginning of work, which will ultimately give positive results in the form of increased productivity of the new employee and an improvement in the psycho-emotional state of the team as a whole. Because, as practice shows, 90% of those who quit their jobs during the year made this decision on the first day of their work.
The adaptation process is a two-way process. On the one hand, behind the fact that a person started working in a company is his conscious choice, based on a certain motivation decision taken, and responsibility for this decision. On the other hand, an organization assumes certain obligations by hiring an employee to perform a specific job.
The process of adapting an employee to a team can be divided into four stages.
The first stage is assessing the beginner’s level of preparedness. It is necessary to develop an adaptation program. If an employee has experience working in the relevant structural units, the adaptation period will be minimal. However, since organizational structure depends on a number of parameters, a beginner inevitably finds himself in a situation unfamiliar to him. Adaptation should include familiarization with staff, communication features, and rules of conduct.
The second stage is orientation. This stage involves practical acquaintance of the new employee with his responsibilities and the requirements that are imposed on him by the organization. Typically, an orientation program will include a series of short lectures and excursions that will cover organizational policies, pay, fringe benefits, safety, economic factors, procedures, rules, regulations, reporting forms, job duties and responsibilities.
The third stage is effective adaptation. It consists of the newcomer’s adaptation to his status and is largely determined by his inclusion in interpersonal relationships with colleagues. As part of this stage, it is necessary to give the newcomer the opportunity to actively act in various fields testing the acquired knowledge about the organization.
The fourth stage is functioning. This stage completes the adaptation process; it is characterized by the gradual overcoming of production and interpersonal problems and the transition to stable work. With the spontaneous development of the adaptation process, this stage occurs after 1-1.5 years of work. If the process is regulated, the stage may occur in a few months.
Reducing the adaptation period can bring significant financial benefits, especially if the organization involves a large number of personnel.
Traditionally, the adaptation program has three main areas.
I. Introduction to the organization. This is a rather lengthy process, taking the first 1-2 months of work.
An organization is an identifiable social community whose members pursue mutually shared multiple long-term goals, relying on conscious and coordinated actions and interpersonal relationships. When deciding to join an organization, a person determines what he can contribute - skills, actions, abilities, potential. If there is an alternative, an organization is chosen that has values and beliefs close to the person. The employer attracts an employee to perform certain tasks and at the same time bribes him as a person. The expectations of the employee and the employer from the day they join the organization will represent a compromise. Any organization is based on compromises.
Even before deciding to accept the proposed job, a person tries to imagine what it will be like. Painful uncertainty in the first days of work can be reduced only by quickly assimilating all relevant information. If you are left to your own devices, it takes months to collect and analyze. Therefore, there can only be one way out - adapt, adapt and adapt again.
Researchers divide the process of an employee entering an organization into four stages.
Stage 1. Waiting. The phase precedes the actual entry into the organization. The less you can learn at this stage, the higher the likelihood that you will not have to stay in the organization for long. The employer is interested in telling the truth during an interview when selecting for a position.
Stage 2. Formal introduction. The more important social security, a system of structured relationships and a strong position are for an individual, the more readily formal signals about the behavior expected of him are assimilated. Within a few hours, a hired employee explicitly or implicitly accepts the general goals of the organization, agrees with the tasks that he will have to solve, etc.
Stage 3. Assimilation of colleagues' expectations. Informal values, norms and expectations are just as important as formal ones. Through verbal and nonverbal signals of informal or friendly relationships, social support and support for one’s individuality are acquired. Soon group norms regarding labor activity, pace of work, clothing, etc., are added to the understanding of the role to be played in the organization.
Stage 4. Completion of the process of joining the organization. By this time, the employee should feel quite comfortable. The stress caused by joining has passed; formal and informal expectations are known; we contribute to the common cause. In turn, we receive, as was agreed upon when hiring, regular wages. We can use verbal and nonverbal cues to persuade others to bring formal requirements more into line with our expectations. Successful living in social role should be job satisfaction. The role includes simultaneously formal, technical, informal and personal job expectations. Some people believe that an organization is a group of actors playing roles to achieve a specific goal. Some employees find it easy to get into the role, while others find it difficult. For this reason, playing roles can never be completely satisfying. Here we should take into account the likelihood of some situations related to role adaptation.
The induction procedure should facilitate the assimilation of accepted norms and rules and provide employees with the information that they need and want to have. The process of induction into an organization largely determines whether employees will internalize the values and attitudes approved by the organization, whether they will feel a sense of commitment to it, or whether they will develop a negative image of the company. Planned work to introduce an employee into the organization involves providing him with complete information. The employee is provided with information about the history of the organization, its prospects, policies and rules, the structure of the organization, the organization of work of departments and their interaction, the order of work, the number and location of departments.
During the process of introduction into the organization, not only is it ensured positive attitude employees to a new place of work, but also an understanding of the principles of the organization’s functioning, clarification of the requirements and expectations on the part of the company.
3. Introduction to the position. Induction is the process by which a newcomer is transformed into a full member of the organization. With the help of effective procedures, it should be as smooth and painless as possible. A new employee of an organization is transformed in two respects - his behavior changes, feelings of loyalty and devotion are switched to a new object (the employer's organization). The individual begins to resemble and behave like the rest of the employees.
Information you need to provide to a newbie:
who is the immediate superior and senior manager;
what are the requirements for the length of the working day, what is considered late and early leaving work;
who is on the team, where the newcomer is enrolled, and what are the responsibilities of each of them;
how a new member of the organization should communicate with them;
what is the team’s contribution to the work of the company as a whole;
what career opportunities are available in the company;
how advanced training and professional growth are planned;
how the reward system works, including wages, bonuses, vacation pay, and pension program.
The second objective of the induction procedure is to ensure that the new employee is loyal and committed to the company. This is an aspect of the program that, to a certain extent, determines the length of his stay in the company. The manager's tactics should captivate and interest the newcomer.
The immediate supervisor of the new employee begins his communication with the newcomers after the head of the department has spoken with him. He is responsible for familiarizing him with the job and basic functional responsibilities. The immediate supervisor reveals the main content of professional activity and what contribution the new employee’s work makes to the overall success of the organization. The manager must consider what measures could help the newcomer gain the necessary confidence.
When inducting a position, it is important to pay attention to the following issues:
Colleagues of the new employee and their tasks. Has everything been done for effective cooperation?
The general type of tasks he will perform during the first few days. Is the new employee prepared to successfully implement them?
The requirements for his work, the degree of his responsibility for the results of his work. Does the new employee have a good enough understanding of them?
Who is responsible for his training in the unit. Does the new employee see this connection clearly enough?
Start and end time of work, lunch break time. How knowledgeable is the new employee about the basic internal regulations?
Where should his personal belongings be kept?
A warm welcome, a properly planned and well-organized adaptation program for a new employee allows him to quickly reach the required level of professional performance, directing his work with full dedication for the benefit of the organization.
In practice, two adaptation models are most often used.
The first model is adaptation when hiring. Immediately after hiring, it is necessary to form among new employees a stable positive attitude towards corporate standards and processes, as well as to activate and maintain personal skills in applying standards in standard and non-standard working situations.
Achieving this goal is ensured by solving the following tasks:
familiarize employees with the company’s corporate standards;
to form a stable, active and positive attitude towards the company’s corporate standards;
develop personal skills in applying corporate standards in work situations.
The second model is adaptation to changing conditions of professional activity.
An employee often has to adapt while working in the same company in a situation of changing professional conditions. The company must constantly monitor the level and dynamics of employee satisfaction in order to be able to influence motivation through the use of special technologies.
It's hard to deny the fact that the first working day is a defining moment in a new job. How you behave, how you position yourself, how you allow yourself to be treated will determine how comfortable you will subsequently feel in your new job, how joyful, or vice versa, you will go there, how your relationship with the team will be.
What you should pay attention to in first day as a boss?
Alas, it cannot be denied that there are people who are always ready to assert themselves at the expense of others. How easy it is to seem like a professional to yourself and those around you, against the backdrop of other people’s mistakes! Naturally, you shouldn’t give such people the opportunity to have fun; you need to be fully prepared.
First of all, your appearance must be impeccable. It is worth maintaining the standard business style no frills, showing good taste as much as possible. You should not use pretentious and non-standard details in clothing; to begin with, the type of clothing that is acceptable in a given profession or suitable for a leadership position (in most cases, this is still a business suit) is the most suitable.
Don't slouch. Try to dress not only beautifully, but also comfortably. As for getting to know your subordinates, it is advisable to be introduced by the employer or your immediate superior.
You will earn a big plus in the eyes of your colleagues and subordinates if you try to remember their names as quickly as possible. No music in the world sounds as beautiful to a person as the sound of his own name. In addition, quickly remembering their names will demonstrate to them that you care and are attentive to them, as well as your good memory.
Other colleagues are more partial towards any new employee, and doubly so towards the boss. To reduce this bias to a minimum, you need to adhere to the following rules:
Be punctual. Come to work on time and leave when you're supposed to.
Be diplomatic. Never allow yourself to be rude and familiar when communicating with subordinates.
Keep your workplace in order; it is unlikely that a mess on your desk will add respect to you in the eyes of your subordinates.
Be welcoming and friendly. Show interest in the lives of your subordinates, rejoice at their successes and be upset at their failures.
Do not succumb to the herd instinct, form an opinion about each of your employees independently, and do not succumb to what has already developed in the team. By doing this, you will not only give a chance for rehabilitation to those employees who are not popular in the team, but will also show yourself as a non-conforming person who has his own opinion and character.
Follow the laws of basic politeness: do not have extraneous conversations on your work phone, do not eavesdrop on other people’s conversations, do not look at papers on someone else’s desk, pay attention to those who contact you.
Try to get into work as quickly as possible.
Clearly define your list of responsibilities. And learn to navigate the workplace well. Try not to irritate others. At work, everyone is working and not fulfilling your requests.
As a boss, you will have to criticize the work of your employees, so that this does not cause hostility among people, you need to follow the following recommendations:
Criticize a specific case, and not the person’s work as a whole, and certainly not his personality.
Before you say anything negative, pay attention to what worked.
Criticism should only be spoken in private.
Be specific.
Do not solve a problem for a person, invite him to find ways to solve it himself.
In no case, do not go too far in the opposite direction of criticism, avoiding talking about the problem. Then you will find yourself ineffective as a leader and professional and will lose the respect of your subordinates.
Remember: the purpose of criticism is to improve performance, not to lose confidence.
Don’t forget about the “Carneg” methods of getting closer to colleagues and subordinates, which are very effective at first and will help you present yourself as a pleasant, attentive and not indifferent person: give compliments (just don’t forget that they must be sincere), take an interest in your affairs subordinates, show attention to the sick employee - call him and ask about his health. Participate in already established traditions in the team, but do not try to impress others. A
most importantly, always be sure that you are a person worthy of good work and good company and that you are surrounded by equally worthy people.
It's finished! You passed all the interviews, successfully negotiated and finally got the job. The employer has entrusted you with a leadership position and expects the fastest results from your activities. And the notorious one hundred days should be indicative... But one hundred days is so little!
The advice is simple - if possible, start acting earlier than the first official working day.
Studies have shown that a new employee, when starting a new position, spends from 6 days to several weeks on activities that have little to do with the work itself. And here the conversation is not even about training or acquiring the necessary skills. In a new position, a lot of time is often spent on induction procedures, setting up the workplace and getting to know the staff.
To increase efficiency without wasting precious days on such activities, leading experts recommend starting proactive activities before your first day on the job.
Start researching the company
If your approach to the interview was thorough, you have already studied the main directions and goals of the company that accepted you. Before you begin, you can take a deeper look at your business's principles, mission, and values. Once a decision has been made on your appointment to a position of this type, documentation should be provided to you without any problems. It is also worth asking for your job description and technological instructions to be studied, and with it job descriptions your subordinates. This approach to getting started is defined by many experts as the only correct one, and will certainly be appreciated by your management.
Get to know us in advance
Before starting work, it is very good to thoroughly study the staffing structure of the company in which you will work. Get to know the chain of command. Be sure to find out which positions are above yours, who is direct and who is your immediate superior. At the same time, determine your sphere of influence - who reports directly to you, with whom relationships are built on the basis of parallel cooperation. This knowledge will allow you not only to understand the specifics of vertical and horizontal interaction, but also to think in advance about ways of contacting certain employees.
Prepare your workplace
Make sure that your work place (office, room, desk) is as ready as possible for the first day. It is unacceptable to spend a lot of time getting settled. Make the necessary rearrangement of furniture, place the necessary accessories in places convenient for you, and if necessary, simply put things in order. It is also worth taking care of office equipment and means of communication.
If for work you need any special equipment or …. - It is better to warn the responsible people about this in advance. Help ensure that the appropriate software is installed on your work computer in a timely manner. software, especially for corporate mail or similar electronic means of communication.
In advance, try to obtain from system administrators individual passwords and access codes for software products, if any. You should obtain a list of necessary telephone numbers (internal and landline) in advance - in large companies such data is regularly consolidated and compiled into a common file, often called the Navigator.
Study the company culture
Large companies in aspect corporate culture often similar in many ways, but still individual in their own way. And your style must correspond to the norms established in this society. Determine the company dress code. Clothing style is very important and appearance you must live up to it. Pay attention to the clothes of your leaders and try to follow this direction.
It is also worth paying attention to the manner of communication. Many companies have adopted a democratic style that insists on direct communication between employees of different ranks. If all employees address each other on a first-name basis, your deliberate “bullying” may be perceived negatively.
Try to find out the mood of the team
While you have not yet been officially represented among the staff, communication with employees (your subordinates) may turn out to be much more relaxed. Whenever possible, try to engage in casual conversations and assess the situation. In the end, just listen - what you hear can give you a lot of useful information that will help you start working correctly.