The most electrifying and nerve wrecking situation at a job is when you’re promoted to become a manger for the first time. The role seems very appealing and almost none would be reluctant to accept that but it takes more than the predicted amount of emotional intelligence to take the challenge and do justice. I’ve been in the leading position where I’ve coached and trained many executive level personnel on the preparation to take the big responsibility. After several years into coaching and advising I’ve learned a common pattern and practice by influential leaders and manager in most well-to-do organization. Here is some of the blocks out of my observation every new manager should look into.

Establish a leadership definition for yourself

Leadership and management are both subject to having the right people to follow your set philosophies and ideologies, however it’s a challenging take to get everyone follow your voice from the very beginning, therefore having a strong belief into your abilities to lead with positivity and “Think done” attitude will majorly convey a sense of confidence in the team. Being in the leadership role expect you to bring along the people with moving forward with the same pace and being committed to the unwavering philosophy that you set for yourself and same reflect your department’s ideology.

Remain excited about your position

It get very difficult for managers and leaders to remain calm and have a playful approach throughout the tenure – As it get dirty and messed up managers tend to reflect a rough and most unlikely side of management by exercising power over passion, it’s your ability to remain emotionally stable while getting the work done, to save yourself and team from chaos and blunders. Feel empower for the authority you have and let not the position take your likely approach and acceptance within your people.

 Communicate priorities well

By far much unforeseen skill to achieve is communication and with this disasters can turn into business yet not many managers are likely to follow a strong communication rule among their team members, you have to focus that it’s the entire team that’s moving forward yet it’s necessary that you become transformationally intelligent, by exchanging just the right information with the team and getting their upfront feedback to avoid any glitches. Having the context understood will allow you to take the major necessary actions and build your team morale – Communication skill has proved to keep team ahead of their task.  

Values should come on one page

Partially discussed in a philosophy part, this approach will keep the team intact in the time of difficulty and chaos if any occurs, values and common practices will make your department look like a SBU and uniform army to achieve an objective, unless you have a set of values and common team practice your results may vary from one you speculate and that can raise questions on your team performance overall, unity and uniformity could get you results you’ve never imagined. Building Values based on competencies and self-awareness should be done upfront – it will take some time to decide on what norm to stick and which to avoid to maintain a workable pace.

 Be realistic of challenges

Time will bring situation that shivers your confidence and might question your ability to make the right decision, one big mistake every beginning manager does it they try to stay defensive in tough situations which affect the creativity of the team, yet having a humble approach to objective will be a good start to keep things in continuity – many leaders and managers lose their ability to take risks in pressure yet – being realistic and willing to accept the vulnerability is best a manager could do, having an empowered team members to take the part into finding decision will work for the team.

Finally, it comes from showing that, in the end, the most strategic approach is the one with the strongest foundation and potential for success. You can only have your control what you’re able to, embrace the transformation in the positive way, recognize your team member’s ability to accomplish, and if everything goes just well for a long uncomfortable period – you may not be pushing yourself harder.  

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