Evaluating yourself as a manager

As the year winds down, many of us engage in self-reflection and assessments. For new managers, this introspection often feels like piecing together a puzzle without all the parts. While others review their steps, stepping into a managerial role can feel like learning an entirely new dance routine.

So, why might some new managers feel adrift, longing for their past roles?

Understanding your role involves more than chatting with your boss; it’s about aligning your expectations with the company's vision. Ever found yourself in a scenario where your idea of the job didn’t quite match the company's viewpoint? It's akin to seeing two sides of a story that don't sync up.

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So, how do we align these stories? When I transitioned to a managerial role, I had this vision of guiding my team. At first, I thought leading my team meant giving clear directions. But my company emphasized that the team should work independently and collaborate. Balancing these ideas needed lots of talks and changes. It taught me how crucial it is to match my views with what the company wants. It took a few discussions and adjustments to find a harmonious balance. That experience taught me the importance of aligning personal perceptions with organizational expectations.

Often the miss is the alignment between what you think is essential for the role and what the company thinks it should be. Your goal in this new role is to set yourself for success.

One effective approach is to start with a "Shared Vision" document. It should contain specific questions that prompt both you and your manager to define success clearly and tangibly.

This document should primarily consist of two things —

• Specific questions that will make you and your manager think about your success?
• Clear, tangible and aligned definition of your success.

Getting specific. Do you and your manager have the same picture of what managers do in your company? This seems to be a very basic thought but is extremely crucial for your success. Many companies reply to this by saying it depends from team to team. Well, if it is a similar case for you then you and your manager should have the same picture of what managers do within your organizations or teams. What are the principles, rules and ways of working??

For instance, in most organizations one of the roles managers play is to ensure that they empower their team to deliver on results by providing access to resources, information and support. They do not control team members actions but rather lean on for guidance and feedback.

This becomes crucial for managers because :?

• It is very critical to acknowledge that while you cannot control anyone's actions , no one also likes to be micromanaged.
• Managers are multipliers and should have a growth mindset ensuring greater collaboration.
• Giving feedback and support makes managers valuable resources for building a community.

Be clear and tangible. Will you ever start your car and be on the driver's seat without knowing where you are going?

It's crucial to highlight that OKRs (Objective and Key Results) and SMART (Specific, Measurable, Achievable, Relevant, and Time-Bound) goals form the backbone of business goals and the evaluation process. And here’s a secret: these principles apply just as strongly to your individual success.

It is a myth that tangible goals cannot be set for managerial success.

Not having measurable goals is akin to setting off on a journey without a destination. It's like wandering without a map. You just need a solid metric to start discussions with your manager; the details can be fine-tuned later. Remember, a measurable goal helps you set objectives that steer you towards success.

Having a tangible result to work towards is crucial. Without it, there's no shared understanding of success. So, set that measurable goal— it’s your starting point in defining your managerial journey.

Here are some tangible goals to get you started:

• Having X% of completion on weekly one-on-ones with insights into members’ performance.
• Having X% of completion on metrics checks with insights on improvements.
• Ensuring X% of team members agree that they know what is expected from them at work and have the necessary resources. This can be evaluated through skip levels or quarterly surveys.

What are these tangible goals essential??

• These metrics serve as early indicators to track your team's performance, enabling swift and targeted adjustments.
• Furthermore, they contribute to increased engagement and retention. Studies show that having an evaluation process led by managers helps employees feel valued, enhancing retention rates.

Finally, Here are some key questions to shape your "Shared Vision" document:

• What are the company's managerial expectations?
• How can the company support your role?
• What mandates guide your managerial responsibilities?
• What is your manager's working style and what does their day-to-day look like?
• Company values and their alignment with your managerial stance.
• When and how often are you going to be evaluated and what is the process?

Remember —

This isn't a solo journey. Gather advice from different managers and colleagues. Keep your boss in the loop about your goals. If the tools for this aren't available, advocate for their creation. And regularly check in to see how you can improve your managerial prowess.

Seek inputs from a diverse group of managers and individual contributors within your company when crafting this document. Their insights offer diverse perspectives that enrich your managerial roadmap and contribute to continuous learning and development.

Document your metrics in a way that's easily visible to your manager. If such documents aren't readily available, advocating to include them in the managerial onboarding process can be beneficial. This not only aids in establishing clear expectations but also promotes effective communication and feedback loops within the team, fostering a culture of open communication and problem-solving.

Establish a regular cadence for checkpoints. These checkpoints serve as crucial feedback loops. Specifically ask, “What can I do better as a manager?” This question opens avenues for improvement and growth in your managerial journey, reinforcing adaptability, resilience, and ethical leadership within your team.?

This plan isn't just a piece of paper; it's your compass to being an outstanding manager and ensuring you're on the right track. Here's to finding your path and excelling in your managerial journey!

Your thoughts and experiences are valuable! How do you define success as a manager? Share your insights below! ???