How can you set realistic expectations as a new manager?

While some of the expectations are similar across companies, each company has its specific nuances on their definition of high performance for a given role. Review any documentation that describes these expectations within the company (if these exist), talk to your direct manager, HR and/or colleagues who hold similar roles to understand the drivers of performance/success in your new role/company.

Two pieces of advice that usually work well: a) communicate clearly and "transparently" by making sure they understand what is expected of them in terms of performance, behavior, and goals. Be transparent about any limitations or challenges the team might face and discuss how these can be overcome. b) always set achievable goals, avoiding setting goals that are too ambitious or unattainable within the given timeframe, as this can lead to frustration and demotivation. Instead, break down larger goals into smaller, manageable tasks that can be accomplished incrementally. Provide support and resources to help your team members achieve their goals, and regularly review progress to make any necessary adjustments.

As a new manager, setting realistic expectations involves understanding your team's capabilities, communicating clearly, and being adaptable to unforeseen challenges. Regularly check in with your team to ensure alignment and adjust expectations based on feedback and evolving circumstances.

By understanding your team's capabilities, communicating clearly, and being open to feedback. Define clear goals, prioritize tasks, and acknowledge challenges. Establish a supportive and collaborative work environment to foster productivity and growth.

Como novo gestor, é crucial compreender as expectativas do papel que assume e definir claramente seus objetivos. Isso envolve estabelecer uma vis?o estratégica para a equipe, alinhar metas com os objetivos organizacionais, promover a colabora??o eficaz entre os membros da equipe e desenvolver um ambiente de trabalho que estimule o crescimento profissional. Além disso, um gestor eficiente deve ser capaz de tomar decis?es ponderadas, lidar com desafios de forma proativa e liderar pelo exemplo, inspirando confian?a e motiva??o dentro da equipe.

I would like to stress on the subject matter: Assess your skills. Mainly for two reasons: 1. Self assessment is the best tool for every aspect of life. I realised it just a few years back and found it result oriented. I believe that I am the best judge for myself. Someone can guess my strength & weakness and may be close to reality but not about the reality what I know & understand. So, I conduct self assessment, sketch a course of action, act accordingly and keep evaluating for further actions. But here, I would like to make it clear that I also make a note of inputs from my well wishers and work on it. 2. Emotional Intelligence: I have been working on it for the last 9 years and getting good results.

What I mostly recognized with myself and with other managers is setting too high expectations for yourself, which can also lead to a feeling of failure within your team. Especially when you are an expert in your field, and you have to start leading a team: are you able to give balance to content versus results? This was a big lesson for me. Additionally, please remember, managers are not per definition also leaders. Have you reflected on what you are and where you want to take your team?

Transitioning into management gives a dangerous sense of "I've arrived" or "I'm the boss now." The skill of managing one's ego is underrated but forms an essential part of creating room for the team to thrive.

As a new manager you need to be humble, ask questions and actively listen to each of your team members. By taking the time to learn and reflect new managers will be able to build trust and credibility which is one of the most valuable qualities. Once trust is established they can motivate and inspire their team to achieve the team objectives.

Como novo gerente, é imperativo realizar uma autoavalia??o honesta para identificar tanto as habilidades consolidadas quanto as áreas de melhoria. Isso envolve avaliar competências como lideran?a, comunica??o, resolu??o de problemas e habilidades interpessoais. Reconhecer os pontos fortes permite capitalizá-los para impulsionar a equipe, enquanto a identifica??o dos pontos fracos oferece a oportunidade de desenvolvimento contínuo. Estar ciente desses aspectos proporciona uma base sólida para o aprimoramento profissional, contribuindo para uma gest?o mais eficaz e adaptável às demandas do ambiente de trabalho.

In my experience, a key source of learning comes from the team you're leading. As a new manager you will be tempted to feel you need to know it all because you're the manager, but that is not true. Many times, your team will have been doing the work a lot longer than you've been with the organization. They understand the process, challenges, and impacts. Your team is more interested in you learning what they do and how things work, over if you have all the answers. They want you to ask them how to solve the issues. They want to know that you have confidence in their abilities and knowledge, and just as importantly, that you are willing to learn.

Como novo gerente, o aprendizado com a experiência e sabedoria de outros gerentes é inestimável. Estabelecer mentores ou buscar conselhos de líderes mais experientes pode proporcionar insights valiosos sobre desafios comuns, estratégias de lideran?a eficazes e práticas de gest?o bem-sucedidas. A troca de conhecimentos permite acelerar o desenvolvimento profissional, evitando erros comuns e proporcionando uma compreens?o mais abrangente das dinamicas organizacionais. Além disso, cultivar relacionamentos com colegas gerentes cria uma rede de apoio que pode ser fundamental ao enfrentar decis?es complexas ou situa??es desafiadoras.

Establishing an authentic relationship with your peers and colleagues should be a priority as you are all navigating similar challenges and you can learn from and lean on each other. Becoming a successful manager is not always easy and takes time and experience to navigate the challenges successfully. Not always easy but oh so worth it!

Como novo gerente, é comum sentir-se sobrecarregado diante da multiplicidade de tarefas e responsabilidades. A transi??o para a gest?o frequentemente envolve um aumento significativo na carga de trabalho, exigindo habilidades de prioriza??o e gerenciamento de tempo. é essencial estabelecer uma abordagem organizada, delegar tarefas sempre que possível e buscar apoio quando necessário. A constru??o de sistemas eficientes de gest?o do tempo e a capacidade de definir prioridades s?o fundamentais para lidar com a complexidade do papel, permitindo um equilíbrio entre responsabilidades e eficácia na lideran?a.

Analyse what a day looks like , what a week looks like and review how long tasks are taking. Allocate this time through a diary and stick to this time per task. Delegate where possible and don't try to boil the ocean. You only have one pair of hands and if you need to hire to fill in these gaps do.

Analyse what a day looks like , what a week looks like and review how long tasks are taking. Allocate this time through a diary and stick to this time per task. Delegate where possible and don't try to boil the ocean. You only have one pair of hands and if you need to hire to fill in these gaps do.

Zeitmanagement ist das A und O! Delegierst Du schon genug? Delegieren soltte effektiv sein, d.h. welche Aufgaben k?nnen auch andere Teammitglieder übernehmen? Bef?higen Dein Team, indem Du klare Erwartungen setzt und Ressourcen bereitstellst und dies führt wiederum zur Motivation des Mitarbeiters. Reflektiere Dich selbst: Wie gut verwaltest Du bereits Zeit und Ressourcen? Passe Strategien an, wenn Du feststellst, dass bestimmte Ans?tze nicht effektiv sind. Anonsten plane auch mal bewusst Pausen ein, um sich zu erholen und frische Energie zu tanken ;-)

Certamente, é essencial como gerente comemorar suas conquistas. Reconhecer e celebrar marcos, metas alcan?adas e sucessos da equipe n?o apenas fortalece o moral, mas também cria um ambiente positivo e motivador. Essas celebra??es podem variar desde pequenos reconhecimentos diários até eventos mais significativos, contribuindo para o senso de realiza??o pessoal e coletiva, e incentivando a persistência em dire??o a objetivos futuros.

What I have found helpful to celebrate my wins as a new manager is to develop a 30/60/90-day plan for myself. Taking time to plan what I want to accomplish each of the first three months on the job helps me set clear targets. It is important that you share it with your manager. It serves as a great starting point for your 1-on-1 conversations. Not only will it be helpful for your manager to know your plan to provide support, but also celebrate your wins with you. As a new manager your to-do list at times will seem never-ending. Your 90-day plan will help ensure that you balance your self-development and give you a clear indication when you have achieved something. When you do – celebrate! Share with a peer, and even your spouse and kids!

In meinen Augen ist die F?higkeit, mit Herausforderungen umzugehen, Misserfolge zu überwinden und Erfolge zu feiern, entscheidend für eine nachhaltige und motivierte Führungsrolle. Zudem sollten Meilensteine immer gefeiert werden. Das schafft nicht nur positive Energie, sondern f?rdert auch ein Gefühl der Erfüllung welche wiederum in Motivation umgewandelt wird ;-) Denkt immer an euer Team und schafft ein positives Arbeitsumfeld in der Erfolge gesch?tzt und gefeiert werden. Anerkennung und Wertsch?tzung f?rdern die Motivation und das Engagement Deines Teams.

I would suggest adopting our proprietary model, GRIPS. Goal - clarify with your superior on the key objectives of the role, the key mettics of assessment and the goals Reality - do a self assessment on your own experience, skills and knowledge to achieve the identified goals. Appreciate and leverage on your strengths. At the same time, identify any potential gaps that need to be bridged. Ideate - identify all possible interventions and affirmative actions to address any gals. Also look at how to leverage your strengths to achieve the goals. Prioritise - prioritise your action plans to focus on the ones based on the Eisenhover Matrix. SMARTify - set SMART goals for each of the prioritised action plan

Identifying potential supporters and establishing alliances is crucial. Likewise, identifying possible opponents will allow you to understand whether they will be a healthy opposition, which will even allow for technical and even strategic growth. However, if opposition has already contaminated the organizational climate, it may be worth increasing attention and even considering a new career move.

Know your team well and identify where does your team spend most of their time, this can be a good start to optimize your team's time.

In my experience, share what you are looking for, ask how that relates to their approach and explore. Two good questions to ask yourselves; 1- How could you approach your work so you can meet my expectations? 2-How can I recognise your work so you feel appreciated and I am receptive and seeing the value you contribute, what should I look for? Then explore, i think this would be a great start, otherwise you are kinda telling your employee how they can be just like you. Which would never allow you both to experience your best working partnership and allow for the best results. In my humble opinion.

Even if the team has worked together for years, you are their new manager therefore this is a new team. You have to allow yourself small wins that will only come from realistic goals for the team. They need to grow under your leadership while at the same time learning how the new team operates.