VALIDATING THE DESIRED BEHAVIOUR OF A NEW MANAGER (INPUT REQUIRED)
Isaac Selvaraj Peter
I specialize in developing leaders and talent in organization context using a transformational approach that combine behavioral science and mindset shift.
As business leaders we have expectations of our people. Frustration often happens when we don't communicate our expectation explicitly and people don't achieve it.
The purpose of this article is to validate the behaviours expected of a NEW MANAGER when they first get into the role. Most of us who have experienced this would agree the transition from an individual contributor to a people manager is perhaps one of the biggest transition.
This expectation is the driver behind our NEW M.A.P new manager development programme.
The list of behaviours we currently have is obtained through our programme feedback over the last 5 years. We are sharing this with you as a way of validating it as well as get your feedback if we have missed out any other expectation. This list specifically focuses on the expected behaviour of a new people manager.
As you view this list, view it from the lens of a line manager assessing their new people manager. The list is based on (observable) behaviours that can be observed by their line managers either directly in the new manager or their direct report.
Your input will definitely benefit new managers we work with. If you are interested to have a copy of the finalised list, do share your e-mail address and we will send you the list at the end of this exercise.
THE DESIRED BEHAVIOUR OF A NEW MANAGER
- Build relationship with others outside their team.
- Increase confidence in their role.
- Able to work with difficult people professionally.
- Propose improvement using facts and business consideration.
- Take initiative to understand the department's goal and challenges.
- Spend more time interacting with their direct report.
- Delegate task that they used to do to their direct report.
- Show commitment to their direct report's success.
- Take time to understand their direct report's need and aspiration better.
- Put effort to build trust with their team.
- Increase the team's visibility in the organisation.
I look forward to your sharing and insights. I will finalise the list by Mid-April 2020. Cheers...
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4 年Daniel Lee, this looks like right up your alley.
HR Excellence Awards 2023 - Excellence in Business Transformation (Gold) ? Best HR Team (SME) (Silver) ? Assistant HR Manager, Shared Services @ Gulf Marine / Gulf Oil Marine ? HR Professional ? L.I.O.N
4 年Thanks for the kind mention. For me, I feel that when the new manager joined the company, the head will need to communicate the expectations clearly and the timeline given for some urgent tasks. Firstly, building rapport with the team and gaining the trust and understanding. After which will be with the peers and able to communicate well with all levels of stakeholders in the company. Next will have to prove your capabilities that you are the right person for the role. Subsequently, will be bonding with the rest of the people in the company.