There’s a lie that goes on in the workplace - and it’s one that is continuously perpetuated by our organisational hierarchy. The only way to progress your career is to move up from technical roles to management.
There’s a lie that goes on in the
workplace - and it’s one that is continuously perpetuated by our organisational
hierarchy. The only way to progress your career is to move up from technical
roles to management.
We need to ask ourselves why we have
this belief. Surely, this just devalues our excellent and technically capable
employees? Equally, the skills required by people managers are totally
different to technical expertise. A recent survey by Festo shows that technical
employees are the least likely to perform well in interpersonal skills and have
self-confidence.
In this country, we afford status to
those who have ‘manager’ in their job title. By our very nature, this lessens
others who keep the engine of the organisation running. And it’s time that we
stopped. We need to remove the ‘them’ and ‘us’ conversations that go on in the
boardroom and on the shop floor. We need to give equal value to people in
different roles and places in our companies. And when we identify someone who
does have the well-rounded skills in place to become a manager, then we need to
support them in this transition.
The other issue is one that we all face
and that’s the skills gap. When we promote people out of, and above, their area
of expertise, we frequently lose their knowledge. While they might appreciate
the additional remuneration, unless they have a highly qualified successor in
place, the impact will be felt on that team and department.
Let’s look at some of the common issues
faced by people in their first management role:
Over-reliance on their expertise. New
managers often find it difficult to stop being the ‘technical expert’. They
become frustrated when their team isn’t working as quickly or effectively as
they can. Managers in this position will revert to ‘telling’ people what to do,
rather than asking them how they would solve the problem. Their frustration
will become palpable and the team will eventually stop thinking for themselves
and disengage
”A common mistake is for new managers to
feel that they have to know everything. An effective people manager is open to
ideas and contributions from all members of the team
Having all the answers: A common mistake
is for new managers to feel that they have to know everything. An effective
people manager is open to ideas and contributions from all members of the team.
It’s important not to dismiss any suggestions or feedback and encourage a
two-way, constructive discussion.
Dealing with difficult conversations:
This might be addressing poor performance or behaviour, or just handling a team
member’s personal issues. Having difficult conversations and managing
performance is a stress-point for managers. They need to be supported in terms
of understanding their legal obligations, as well as listening to, and
understanding, the underlying causes of behaviour.
Knowing when to back off:
Over-management is a cause of low levels of employee engagement. An effective
people manager allows their team members to get on with their jobs. Of course,
they’ll need to be on hand but there’s a good chance that people will perform
to a higher level if they believe their manager has faith and confidence in
their ability.
Getting stuck in: When a team has to
meet tough deadlines, then an extra pair of hands will be appreciated. This
doesn’t mean that a manager gets bogged down in the day-to-day work, but that
they are sensitive to the pressure and needs of their people.
Taking tough decisions: Management roles
have responsibility. They are the link between the organisation and the
employees. This means tough decisions will need to be made that can impact
their people. All managers should have a strategy in place to identify issues
and negotiate a balanced, swift and lasting resolution, if the need arises.
Communication: A shortfall of many
managers is understanding how and when to communicate. This is not just sending
out mass emails, it’s about engaging with the team as a whole and individuals
to get the message across. Equally, communication is rarely employed when there
is good news to shout about.
Reward and recognition: People join an
organisation but leave a boss, or so the old adage goes. We often think that
people are motivated purely by financial rewards, but it has been found that,
while these are important, recognition is just as vital.
One eye on the future: New managers
often find themselves handling the here and now, and dealing with the problems
of yesterday. Good managers should always keep one eye on the future to be able
to predict and influence people and company decisions.
”While an individual will likely be
anxious, they will often be reticent to admit that they’re nervous or concerned
about their ability
Taking on a first management position is
stressful. While an individual will likely be anxious, they will often be
reticent to admit that they’re nervous or concerned about their ability. That’s
exactly why they need support. Don’t wait for new managers to ask for help, by
then it will be too late. Put in place a training programme and transition
support so that they feel more secure and confident in their position. It’s
worth it, as the business will reap the rewards of good managers for years to
come.
Neil is a learning and development
consultant at Festo Training and Consulting
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