Ask ACE: How to handle the new, serious role of manager
Q: I’ve just been promoted to manager of a group that I’ve been a member of for three years. Some people in the group aren’t taking my new role seriously, and one of them told me today that he’s too busy to get to an assignment from me that has some urgency. How do I straighten this out?
ACE advises: Welcome to your first bump on the management road, and be aware it’s only the first. You can be sure everybody will be watching to see how you handle it.
First, settle the immediate problem. Meet privately with the staffer who’s “too busy.” Start by explaining that managing his workload is a responsibility you share with him. Do not accept any hint that it’s none of your business.
Go over his assignments with him. Organize a reasonable schedule. Jointly determine which tasks, if any, can be modified or assigned to others. If he has time management issues, include them in the problem-solving process.
No matter how he reacts, maintain an even, confident tone. You’re the boss, and you don’t have to be at all shy about acting like one.
Your story suggests you didn’t launch into the new situation by conducting a staff meeting to set up the relationships. That would have been best, but if it didn’t happen, most definitely do it now.
That kind of session is often uncomfortable, but you’ll pay a heavy price if you don’t conduct yourself assertively. Invite ideas and candor, and agree to any changes that are reasonable. But you’re there to inform everyone, not to soothe them.
Make sure you explain exactly how your own boss specifies your responsibilities. Explain any changes you are making in organization and process, listen respectfully and answer any questions fully. Keep promises to a minimum.
And then, in the long run, manage consistently and predictably.
If you have a question for an ACE expert, contact Jim Milliken at jim@millikenproject.com.
Most Recent
Most Recent
0 Comments