4 reasons new managers fail
February 12, 2009 by Sam NarisiPosted in: Assessing the right candidate, Executive recruiting, In This Week's E-Newsletter, Latest News & Views
Predicting an employee’s success is one of HR’s toughest jobs — and that includes hiring or promoting for a managerial position. Here are some of the common reasons new bosses fail:
- They put too much focus on details. Many managers are promoted because they were great employees and have a lot of technical knowledge — but they don’t get the training or experience they need to handle people effectively. That leads to managers who are too focused on how their employees get work done, instead of the bigger-picture issues like keeping the staff productive and motivated. One solution: Soft skills training can help a great employee make the transition to supervisor.
- They can’t handle criticism. One key part of a manager’s job: listening to employees and changing styles to create an environment that lets employees do their best work. But too many new managers get defensive and ignore employees or overreact when they get criticism. Employees or outside candidates chosen for managerial positions should prove they can handle feedback and adapt accordingly.
- They lack self-confidence. Managers need to take feedback seriously. But at the same time, they’re there to lead — and only those who trust their own judgment can get the job done.
- They get territorial. A manager’s real job isn’t just to ensure the success of his or her department — it’s to do what’s best for the company as a whole. But some new managers focus only on themselves and their staffs, at the expense of other departments. Good managers learn to cooperate with each other and recognize that every department is important to the organization.
What are some reasons you’ve seen new managers fail? How does your company help new supervisors make the transition from employee to boss? Let us know your experience in the comments section below.
Tags: new managers, promotions, training
February 13th, 2009 at 1:03 pm
I believe this is a very useful article. In today’s economic climate which includes hiring freezes, lay-offs, and/or making-do with what we have, looking at the bigger picture internally is a major factor to our company.
As we strive to maintain a contiuous development plan and provide the best services to our customers, we also have to keep an open eye to continuous development internally and not put on the “blinders” in the hopes of “protecting one’s job”. Making our company stronger from within, will ensure a better chance to create more cost effectiveness and address a broader range of customer service issues we may have taken for granted in the past.
Inside-out if what we are focusing on. We believe we’re already on top with market share, and we are still striving to obtain a larger piece of the pie with costs continuing to rise in this juncture of our economic climate.
February 13th, 2009 at 1:40 pm
Being the new boss gets to their head and think managing is bossing or even yelling at their subordinates.
February 13th, 2009 at 2:21 pm
In order for a manager to succeed, or any employee for that matter, they need to have the owers support and back their leadership. If a manager is put in place, and not backed up by the company or business, then it makes their job impossible, and they may as well not have a manager to begin with. I went to an HR training some months back, the presenter, who had over 20 years experience in HR, shared some national statistics regarding the challenges that managers face. I was not surprised to hear that one of the key compliants across the country was that managers do not feel that they are listened to by owners or higher ups, and that ultimately that lack of support undermines their ability to effectively lead or to address HR issues.
February 16th, 2009 at 8:54 am
I’ve seen new managers fail when they lack maturity and they are promoted only because they are very ambitious and intelligent. When new young managers act unprofessionally and conduct themselves in an embarassing way, their direct reports can’t respect them and it’s just not a good situation.
February 16th, 2009 at 12:12 pm
I’ve seen new supervisors or managers try to act like they know everything, which causes havoc and ultimately leads to their failure unless they wise up. The ones who succeed watch, listen, ask questions, admit they don’t know everything, enlist help from at least one mentor and remain humble. Even us experienced managers don’t know everything and can learn from each other!
I’ve seen #4 destroy an organization and I watch it cause unnecessary problems every day. Wish there was some way to get people to play well together. We could accomplish so much more that way!
February 27th, 2009 at 3:24 pm
R.B. took the words right out of my mouth. Many new managers think that they are supposed to know it all and close the door to information flowing from those below him/her in the chain. Not only is that not an effective way to resolve issues and improve processes, it’s also a morale killer – especially if the new manager came from the ranks of those who are now being stifled.
New managers must be positive, confident, inclusive, and open minded. Effective management is more about steering the power of the people below you than controlling it.