Advice For New Managers: Don’t Be A Jerk

So you’ve finally been promoted – well done. Your hard work, extra hours and perseverance have finally paid off and you’ve taken the next step up the company ladder. You’re a manager now. Life is pretty good.

But even before the champagne stops flowing, you’re probably going to make one of the mistakes listed below. Rookie managers, like anyone else, take a while to settle into a new role – but getting off on the wrong foot in the early days can make life very difficult. Once you’ve established yourself as a jerk, it’s very difficult to remove that label – and it could set a precedent for the rest of your career with the company. People talk and reputations stick.

Here are some of the fastest ways to establish yourself as a jerk when you’ve been promoted to a management role.

Not letting go of your old role because you’re the ‘expert’

Sure, you can probably do your old job better than the new person – you’ve just been promoted after all, so you clearly know what you’re doing. You can guarantee that the new person is aware of this fact too. It’s likely adding extra stress on top of their efforts to learn their new role. Don’t insist that they do your old job exactly the same way that you used to – they’ll resent you for it. Just make yourself available to give advice when it’s needed, and let them take ownership of their job.

Not recognising that your words carry more weight now

A manager’s words, body language, mood and tone are all open to interpretation by their staff. Your offhand comment or attempt at humour can ruin someone’s day or even sow the seeds of significant ongoing anxiety. Your staff will be acutely aware that your actions and decisions can impact their lives. Don’t take that responsibility lightly.

Talking yourself up as the company’s saviour

This is a common mistake made by new managers – talking down the business, or banging on about how much trouble the company is in. It’s a way of hedging your bets when it comes to your own performance; if you get poor results, it’s because of the company’s failings, and if your get good results, you’ve been the successful underdog who has worked miracles to keep the company going. Nobody will buy it – not your staff, not your superiors and probably not even yourself.

Trash-talking people who have quit

If you’re venting about past employees to your team, the only thing you will accomplish is making your team wonder what you say about them when they’re not around. It’s not difficult to be gracious – remember that your personal feelings will often be interpreted as the company position. Burning bridges rarely helps anyone.

Immediately choosing a team that looks like a personal cheer squad

There’s always a strong temptation to choose your own team and to put your friends into the plum roles ahead of people you don’t get along with so well. But remember that the best business strategies often emerge from conflicting ideas – and that means having people on your team who are willing to challenge you. You don’t need to hang out with them on the weekend, just recognise and respect their contribution to the business.

Forgetting your clients

When you take on your new management role, you’ll find it very easy to spend more time away from your clients and customers. There will always be paperwork to do, and it can be a lot more straightforward than dealing with clients – but putting yourself on a pedestal where you’re perceived as being too busy to deal with customers will leave a bad taste in the mouths of your staff AND your clients.

Moving ahead on strategy without the team’s support

It’s no longer acceptable to simply announce a strategy and then expect your team to execute it. A strategy that doesn’t incorporate what your team and customers can offer is a strategy for failure. Strategies that discard previous work and set bold new paths tend to pile up on top of each other as managers try to make their mark with an eye to short term results. Don’t become another suit passing through the revolving door – involve your team, work with their strengths, listen to their ideas and reap the benefits.

Acting like you’re bulletproof

Being absolutely certain about something – and then being proven dead wrong – can be the end of the road for a new manager. It’s ok to be unsure. It’s ok to ask advice. It’s ok to change your mind as new information comes to hand. Let your team see you sweat a bit. It will remind them that you are a person too, and show that you are willing to challenge yourself and strive for the best result. It’s called leadership.

Talking without listening

Your staff will generally be the frontline of your business. They know what happens from day to day and they’re worth listening to. Making speeches about your perspective on the business, without listening to the people who are actually carrying out that business can make you feel important – but will ultimately backfire. If you’re not approachable and willing to listen, why would your staff come to you with suggestions or solutions? Remember, even though you’re the manager now, it’s unlikely that you know everything about every aspect of the company.

Not making sure that you’re all on the same page

If you’ve settled on a strategy and communicated it to your staff, make sure that they’ve heard it. Most people have to hear something several times, often from several sources, before it sinks in. Acknowledge the contributions that your staff have made to the strategy. Let them take ownership of their ideas and they will support yours in return.

Being a rookie manager is an exciting, heady time, but it’s really easy to fumble the ball at the beginning. Remember, your new team will be watching your every move and wondering whether you are going to make their lives easier… or whether they need to burn your effigy in the broom closet!