Making the transition from peer to manager can be challenging. Change of status and responsibility when you transition into a leadership role can affect both personal and work relationships. I first encountered this type of challenge and opportunity as a young army officer. One day I was playing golf with my buddy, and the next day he was reporting to me as my Operations Officer.
As I work with organizations and teams around the country, I see two sets of common symptoms that may indicate a new manager is struggling.
If retaining talent is not high on your list of concerns in 2010, then it should be.
I have seen way too many executives and hiring managers think that with the down economy and high unemployment rate there’s no need to worry about employee retention. This line of thinking will lead you down a slippery slope, especially as the economy begins to recover.
One of the quickest ways to crush an employee's morale is by surprising her with feedback during the annual review that she never received during the performance year. I see this over and over and over again.
Difficult conversations are difficult because they are uncomfortable for most people. But, there are techniques that you can learn to provide feedback in a way that will help an employee improve without coming across as marginalizing.
One of the common questions I hear from people is, “how do I know what motivates my people?”
Well, the answer is pretty simple.
That is a great question to ask - regardless of whether you have the title of leader or not. There is a tremendous amount of research, supported by the Gallup Organization and others, that indicates that people don’t leave their organizations, they leave their managers.
Twitter, facebook, instant messaging, webex, email, yada, yada, yada.
But really, who cares anyways?
These are all tools (that supposedly help us do more with less). And that's all they are, just tools.They are not a replacement for building a relationship and connecting with people in person.