What are the most important things to learn in your first year as a manager?

Below are the few things that I think is important in my first year as manager. Adaptability: Embrace change and be open to new ideas and approaches. Provide Feedback: Offer constructive feedback for growth and improvement. Continuous Learning: Invest in personal development, stay informed, and seek mentorship. Build Relationships: Establish good relationships with your team, colleagues, and superiors. Understand Company Culture: Align your management style with company values.

Despite being a first year manager, you must develop your inner resilience and belief in your success, the success of your team and the business as a whole. Goals and a strategy for the long term allow you to get through difficult times. Set transparent goals, milestones and results both at the team level and above. Recognize your mistakes and learn to draw conclusions from them. Being receptive to feedback is the key to rapid growth.

Focusing on key skills and principles can set the foundation for long-term success. Firstly, mastering effective communication is paramount. Actively listen to your team, provide constructive feedback, and communicate expectations transparently. Secondly, developing strong leadership skills is crucial. Thirdly, hone your decision-making abilities. Seek input from your team, gather relevant information, and make choices that align with the organization's goals. Additionally, cultivate your time management skills. Balancing multiple tasks and priorities is part of managerial responsibilities. Prioritize tasks, delegate effectively, and stay organized to maximize productivity. Lastly, invest time in building strong relationships.

Cela va dépendre du "pourquoi" de votre nomination à ce poste de manager. Est-ce dans la continuité d'un poste précédent, une création de poste ou pour palier à une difficulté temporaire ou récurrente (en clair pour "redresser la barre"). Quoi qu'il en soit, dans tous les cas, il faudra faire un point sur les forces en présence et s'appuyer sur les acquis de l'équipe si celle-ci était déjà constituée. Pour garantir la motivation de l'équipe, dans un contexte ou un changement de manager peut faire peur, il est important de conserver certains repères pour avoir l'adhésion du groupe. Ce qui n'exclut pas, bien entendu, de mettre en place de nouvelles règles qui peuvent aussi être attendues.

Gerade im Kontext von "New Work" wird die Vereinbarung von konkreten Ergebniszielen noch relevanter. Erst wenn sich Führungskraft und Mitarbeiter:in an einheitlichen Zielen orientieren, entsteht Raum für Selbstverantwortung, Gestaltungsfreiheit und Autonomie. Die Verwechslung von Ergebniszielen & Aktivit?ten ist aus meiner Sicht einer der gravierendsten Führungsfehler. Sie führt dazu, dass Unklarheit herrscht, mit unterschiedlichem Ma? gemessen und beurteilt wird und Führungskr?fte ihre so wichtige Berechenbarkeit verlieren.

The biggest thing to be yourself, get rid of the imposter syndrome and thinking you have act a certain way to be a manager. Be the leader or manager you wish you had when you started your career by actively listening, being empathic to your team's needs and providing active support at all times.

I can remember my first year as a supervisor. Frankly, it wasn't pretty. I had an exaggerated view of my importance and in retrospect did not provide my subordinates as much support as I should have. I didn't see them so much as "my team" as I did my subordinates. Basically, I think I was replicating the experiences I had when I was a young specialist. In essence I was passing along the same treatment I received. I do think that new supervisors need to get mentoring from more experienced successful managers who can help see the soft skills necessary to supervision. If I had to do it over again, I think I would have tried a little more empathy and a little less George S. Patton.

It took me a while but to learn that other people’s monkeys are not yours to burden. People can’t learn and grow if they aren’t expected to manage their own areas of responsibility. And know because someone does it differently to how you might do it doesn’t mean they are wrong - if objectives are achieved and people feel safe and respected while achieving those objectives it shouldn’t matter how we get there. Most importantly, share the credit and don’t take credit for things that you have not done - you might be there at the end to deliver an outcome but recognise the contribution of others along the way.

In the first year as a Manager very important is to gain the team acceptance it wouldn't happen in a day it would build over months or years until the team build trust on you..In order to build that trust you should be accountable for your work, be empathetic, stand for your team, support collaborative culture, encourage learnings... Understand individual and potential in the team is next important task in your first year...If you could aware of this next year you could able to leverage the potential to maximum..

It is very important to understand the type of manager you are and use that to manage each employee the way they need to be to get the best out of them individually. Each person has different ways they like to be directed and respected. It is so important to learn these skills early on as a happy team is often a productive team.

Wir reden viel zu viel über das "Wie" und viel zu wenig über das "Was". Davon bin ich überzeugt. Natürlich wollen wir als Führungskraft Menschen erreichen, wie sonst sollten wir sie zu besseren Ergebnissen führen und ihre Wirksamkeit steigern, zu ihrer Entwicklung beitragen. Doch meine Erfahrung ist. Wenn eine Führungskraft die richtigen Dinge tut, dann ist die Art wie sie sie kommuniziert zweitrangig. Respekt und Zuh?ren sind elementare Bausteine wirkungsvoller Kommunikation, doch für mich beschreiben sie vielmehr eine Haltung als ein Stilmittel.

Adapting one's communication style for every different audience or interaction can seem like an insurmountable challenge. There's one fairly simple hack for this: great managers listen more than they talk. In team meetings this might look like creating an agenda that allows you to hear perspectives from your entire team and then providing your own perspective which summarizes key points already made, with any important distinctions or corrections you wish to give. In 1:1's this may look like asking more questions than giving directives and also being comfortable sitting in silence rather than feeling the need to 'fill the air'. We each have two ears but only one mouth, so we should endeavour to listen more than we speak.

Eine Sache die ich hilfreich finde ist, dass man wissen muss, nicht jeder Mensch kann ein Führungsmensch sein. Erst recht nicht in der heutigen Zeit. Wenn du nicht mit überzeugung und deinem Herzen kommunizieren kannst wirst du auch keinen anderen Menschen von deiner Zielvorgabe oder deiner Vision begeistern und mitrei?en k?nnen.

La manière de dire les choses (la "forme") a au moins autant d'importance que ce qui est dit (le "fond"). Si le contenu du message est pertinent mais que la fa?on de l'exprimer est inadéquate, le message ne sera pas entendu. Je recommande au nouveau manager d'éviter les réactions à chaud, de choisir le bon moment pour s'exprimer et d'adapter sa communication à la personne à laquelle il s'adresse.

Have strong communication skills, verbal and written. Convey information clearly and concisely. Practice active listening to understand your team's concerns and ideas.

Learning how to delegate is essential, though certainly not straightforward. Begin by earning the trust of your team, then, learn how to reciprocate it. Cultivating an environment where your team is receptive to learning from your guidance is as important as granting them the autonomy to apply their acquired knowledge. Delegating involves a calculated assessment of the risks you are willing to assume. Therefore, start by providing them with a controlled “space” for them to learn, then, gradually expand responsibilities as they gain proficiency and confidence. While the initial stages may demand considerable efforts, over time this approach will foster team autonomy and satisfaction, allowing you the bandwidth to focus on higher-level tasks.

Effective delegation skills involve understanding your team's strengths and weaknesses, clearly communicating task expectations, and matching the right tasks with the appropriate team members. Ensure they have the necessary resources and authority to complete their tasks. Avoid overburdening individuals by balancing the workload evenly. Establish milestones and regular check-ins, especially for complex projects, to monitor progress without micromanaging. Encourage autonomy and decision-making, be available for support, and create a feedback-friendly environment. Acknowledge and reward good work to motivate your team. Trust in their abilities, avoid taking back tasks.

Teach what you know: Sharing knowledge is the first step to building strong teams. Inspiring leaders don't keep secrets, they teach, guide, and help the team grow.

I think one of the most important things is to know your direct reports strenghts/ weaknesses and what motivates them and custom your approach when delegating and assigning task. This is the best way of empowering people and having a higly effective team!

Being a great leader is all about how you make your people feel, because when they feel valued they work their best. All too often new leaders at any level can’t delegate or let go and they and their team suffer from them not having an open mindset. Be brave, be open and help everyone be their best, not just be the boss.

Begin each day or week by mapping out your tasks and projects. Set clear deadlines based on urgency and importance. Reasses and adjust as new things inevitably arise. I use Calendly for meetings and a good old fashioned note book. Also, learn to say "no" and learn to trust and delegate. As a manager, you'll face numerous commitments. It's important to evaluate these against your core responsibilities. If something doesn't align, politely decline. This not only helps in managing your workload but builds your teama ability to problem solve. Lastly, think about your own well-being, ensure you allocate time for personal activities. Pay attention to your physical and mental health. A well-rested and healthy manager is more effective.

Effective time management involves setting clear goals, prioritizing tasks based on importance, and planning your schedule meticulously. Avoid procrastination by breaking tasks into smaller steps and limit distractions. Utilize time blocking for focused work and delegate when possible. It's crucial to recognize your productive periods and schedule demanding tasks accordingly. Regular breaks are essential to prevent burnout. Regularly review and adjust your strategies, and leverage technology with apps for task management and productivity tracking to optimize your time efficiently.

A new manager generally find challenge on time management and setting priorities. One has to constantly juggle between tasks. What helps is prioritising and identifying tasks which helps to achieve bigger goal withing your scope and responsibilities. Thus one may require to say No at times. Taking care of mental and physical health will support more when one walks on leadership path.

New managers grapple with time and priority management amid numerous tasks, interruptions, and emergencies. Plan ahead, set deadlines, and employ tools like calendars and lists. Learn to say no to non-aligned requests. Balance work and personal life, prioritizing physical and mental health for effective leadership.

How often, at the end of the day, do we feel accomplished while at the same time taking care of our own well being? Not that we have nothing else to do, but our game plan is clear of what are important and urgent tasks to deal with tomorrow, what tasks we want to delegate, what tasks we have scheduled to deal with in upcoming days and weeks, and what are the tasks we want to deal with on our own for the sake of relaxation and enjoyment. Make full use of our core time (that 20% rolling effort) and aim for achieving 80% of desired outcome is pertinent and necessary. Reflect regularly on contents of our conversations with our team members is a good way to assess if we focus on new solution creation, day-to-day operation or people development.

Stay humble and know when to ask for help! Good managers quickly find out they don't have all the answers. The better you are at relationships and maximizing the skills of those around you, the better you will perform. Be OK with being uncomfortable, that's where valuable growth and experience happens. Thoughtful risk taking is important and be OK making mistakes. First year or two of managing often times looks like 'learning by getting it wrong.'

Longlife-Learning. Als Führungskraft bin ich dann am wirksamsten, wenn ich selbst nicht stehenbleibe. Die eigene Entwicklung voranzutreiben, bei Niederlagen aufzustehen, bei Kritik einzusehen und Feedback ernst zu nehmen f?rdert nicht nur Wissen, es st?rkt Haltung. Nur wer selbst wachsen will, kann andere wachsen lassen. Und das wiederum ist eine der zentralen Aufgaben einer wirksamen Führungskraft. Ich bin davon überzeugt, dass vieles davon abh?ngt, wie das eigene Selbstbewusstsein ausgepr?gt ist. Annehmen k?nnen nur starke Menschen, die sich ihrer im wahrsten Sinne des Wortes bewusst sind. Unsere Wachstumsmomente werden wir im Rückspiegel zumeist auf eine Krisensituation zurückführen.

Yes! Yes! Yes! First time managers, and tenured managers, need to continually put effort towards learning and keep up with the times. Find internal and external mentors (for a reason, a season, and a lifetime), use any professional development dollars your company might give you on courses, books, etc (LinkedIn premium has 16k courses for a sub thats under $600/year and there are monthly options too) to continue your learning, follow fantastic people on LinkedIn with valuable posts, subscribe to newsletters, listen to podcasts - do whatever it takes to learn something new every day!

As well as all the above as a new manager 1. Actively LISTEN to you develop trust and confidence with your team. All staff want to be heard and recognised for their contribution. They will have probably been there longer than you so will have ideas that you can explore with them. 2. Know that you won’t get everything right. Be honest with your team and talk about when you have got it wrong and what you learnt from it. This shows your authenticity and vulnerability and allows team members to learn from your mistakes as well as their own 3. Create an atmosphere of supportive challenge where staff feel physiologically safe to air their views in a trusting environment. 4. These things take time so be kind to yourself

Continuous learning involves consistently seeking new knowledge and skills to stay updated and adaptable in an ever-evolving environment. It's about fostering a mindset of curiosity and improvement, whether through formal education, self-study, attending workshops and conferences, or learning from experiences and feedback. Embracing continuous learning enhances personal and professional growth, ensuring you remain competitive and relevant in your field. It also encourages innovation and problem-solving by exposing you to diverse ideas and perspectives.

First and foremost, listen actively to your team members and boss. Understanding their perspectives, concerns, and aspirations will foster trust and collaboration. Be transparent in your communication as well and set clear expectations with your team. Delegate tasks wisely, recognizing and utilizing each team member's strengths. Don't shy away from giving or taking constructive feedback. It's essential for growth and development, both for you and your team members. Make sure that you understand your boss' instructions very clearly and be specific on delivery, time, turnaround, etc

From a sales leadership perspective: First time leaders have a mentality of “I can do it all.” That doesn’t scale and your people won’t grow. Don’t be the “super rep” and run everything. You need to step in and guide at the right times so you don't lose an important transaction. However, if you do everything for them your team won’t develop and it’s hard to build trust.

Embrace your new position as manager focusing your time on hiring and developing your people as well as ensuring alignment across your team. Resist the temptation to step back into your comfort zone of individual contributor.

No primeiro ano como gestor, é crucial focar em desenvolver habilidades de lideran?a, aprimorar a comunica??o interpessoal, compreender a dinamica da equipe e cultivar a capacidade de tomar decis?es estratégicas. Além disso, entender a cultura organizacional e promover um ambiente de trabalho positivo s?o fundamentais para o progresso na carreira como gestor (n?o podendo esquecer jamais que a humildade e a empatia devem fazer parte do comportamento diário deste líder)!

In your first year as a manager, focus on developing emotional intelligence for effective team interactions, strategic thinking for long-term planning, and change management skills for navigating organizational shifts. Enhance your negotiation abilities for conflict resolution and build financial acumen for budgeting and resource allocation. Cultivate resilience and stress management techniques for personal well-being. Understand legal and ethical compliance relevant to your industry. Also, invest in networking and cultural competency to foster an inclusive, collaborative workplace environment.