What is the people management Tips for first time managers?

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Certain individuals are destined to be directors; Others are pushed into management. One of the first steps in scheduling weekly one-on-ones is deciding what kind of manager you want to be in your new position, regardless of how you get there.

You are attempting to avoid being a people-pleaser as a new manager. Lead Producer at City Cast DC, Priyanka Tilve, stated, “You’re also trying to not be rigid.” I’m trying to make sure that everyone I report to is happy, as well as all of my direct reports. At times it seems like my own requirements get shoved aside since I’m zeroing in on those others.”

Getting that balance right can be hard, hard to figure out, and hard to understand. Although mastering managerial skills typically takes time, they also do not magically develop on their own; even great managers require structure and support to succeed.

Key Takeaways

People management is a holistic way to support employees’ work, growth, and well-being.
Management roles require a balance of supporting others while contributing your own work.
Managers should use feedback from direct reports to learn how they can improve as a leader.
Inspiration can come from anywhere: courses, mentors, and peer managers can help managers grow.

What is people management? 

The process of developing, organizing, resolving issues, and expanding the business’s employee side is known as people management. Supporting an entire team’s work, as well as their well-being, engagement, and development, are all aspects of management roles.

According to Tilve, “it’s not just coming up with tasks and delegating them,” but also “constantly checking back in and making sure everyone is feeling heard, understood, cared for, and being given the resources they need to succeed — while also trying to ensure that they’re succeeding according to company metrics.”

That’s a pretty lofty goal, especially for someone with multiple direct reports. Directing week by week one-on-ones, driving group gatherings, and auditing week after week refreshes for each colleague adds up rapidly. Furthermore, when you’re additionally a supporter of your group, it very well may be extra difficult to adjust your own necessities (like center time, association, and expert development) with that of your group.

Below are seven tips for first-time managers on finding support, developing healthy mindsets, and leading with empathy. 

1. Take time to learn what makes your employees unique.

Everybody carries novel qualities to the group: how they respond to criticism, whether they like to get up early, and how productive they are when they are working on multiple projects at once. You can humanize them and gain a deeper understanding of how they work if you take the time to learn about them individually.

Kelly Moon, SendBird’s head of content, stated, “I share a getting-to-know-you worksheet where we learn about each other’s communication style and what motivates and inspires us.” Because everyone is unique, I tailor my management style to them.

Understanding your employees’ needs can provide context for their workplace behaviors, tendencies, and obstacles. Even when working with remote teams, this nuance can help you better communicate performance expectations and resolve conflicts.

“Be truly informative right out of the entryway so that individuals don’t have a confounded outlook on what’s in store,” said Moon, who likewise empowered working with ways for colleagues to get to know one another better, as well. ” Ensure that the team has opportunities to spend time together and build trust; Developing a strong team bond enables everyone to feel a connection to the mission and remain resilient in the face of change or uncertainty.

2. Use 1:1s for strategic problem-solving and growth. 

It tends to be enticing to involve your one-on-one plan as an agenda for current ventures, however eye to eye time can be better utilized for significant level discussions.

“One-on-ones give us the space to talk about the big picture, like our production process—how does it work or doesn’t work, and how might we possibly revamp it?” Tilve stated, The weekly one-on-one would get bogged down in the small things if we weren’t doing them on a daily basis.

Spend your synchronous time wisely as long as you have alternative means of communicating project status, such as Slack and Lattice Weekly Updates, or project management tools like Jira, Asana, or Trello, especially if you have multiple direct reports.

“In those one-on-ones we recognize issues that individuals are feeling (particularly around looming burnout) and afterward track down approaches to either moderate that or keep it from turning into an issue in any case,” Tilve added. ” It has been extremely satisfying to witness those solutions come to fruition.

Spend some time together reflecting on the larger patterns that emerge in your workflow and on the professional objectives of team members. What were the victories, what worked or what didn’t work, how might I uphold them?” Moon stated, Then we can jointly solve the issue because they have a secure environment in which they can freely express themselves.

You can organize your weekly conversations with the help of our one-on-one meeting agenda template.

3. Make continuous feedback the norm. 

“In those one-on-ones we recognize issues that individuals are feeling (particularly around looming burnout) and afterward track down approaches to either moderate that or keep it from turning into an issue in any case,” Tilve added. ” It has been extremely satisfying to witness those solutions come to fruition.

Spend some time together reflecting on the larger patterns that emerge in your workflow and on the professional objectives of team members. What were the victories, what worked or what didn’t work, how might I uphold them?” Moon stated, Then we can jointly solve the issue because they have a secure environment in which they can freely express themselves.

You can organize your weekly conversations with the help of our one-on-one meeting agenda template.

“Asking, ‘Do you think I’m a good manager?’ ” because it is too open-ended, is not a good question that will get a meaningful response, Moon said. Instead, ask for feedback on more specific aspects of your leadership style, like how you communicate with others or share updates, how you lead meetings or conversations, and whether you give people chances to be challenged and excited.

4. Deliver criticism with care and empathy.

Sharing basic criticism can be nerve-wracking, yet holding on until a proper presentation survey can leave representatives feeling bushwhacked. One overview uncovered that 44% of supervisors said giving negative input was unpleasant, yet 40% of a similar gathering never gave uplifting feedback.

To be successful, employees need a balance of praise and criticism. Assuming that you just give acclaim for good work, representatives may not treat your criticism in a serious way. However, if you only offer criticism, your workers will be anxious and demotivated.

This does not imply ignoring constructive criticism or lying to your employees about how well they are doing. Instead, it’s about knowing when, where, and how to praise someone.

Sutley advised, “Give people the chance to address it as quickly as possible.” You may be apprehensive to say it, however on the off chance that you take care of business and have that great discussion with them one-on-one, it implies a huge improvement.”

If you are feeling nervous, Moon, Sutley, and Tilve offered recommendations for preparing yourself for difficult conversations:

• View employees as partners in problem-solving. “I’m trying to see it as a problem that affects both of us, and we will work together to try and find a solution to it as opposed to thinking that as manager, I have seen this problem and it is my job to tell you how to correct it,” Tilve said.
• Remind yourself why the conversation matters. “If I’m going into a difficult conversation and I’m feeling anxious about it, I make sure to remind myself that having that conversation is important, valuable, and necessary for the success of the individual,” Moon said. 
• Prioritize respect and empathy. “We need to give this feedback, but emotionally how can I deliver it in the most well-received, well-respected way?” said Sutley. “The best managers are able to hold their team accountable, but they do it in a way where it’s empathetic and they actually are there to support and offer ideas.”
• Accept that the learning curve may require repetition. Tilve said repetitive conversations can ease pressures on both sides. “It’s not a specific behavior I’m trying to change, so much as a mindset,” she said. “We just keep having conversations around how we navigate our differences, what are better ways for us to communicate our disagreements, and how to move forward from those disagreements.”
• Be sure to give team members a chance to share why they might be underperforming, such as issues with working relationships, mental health needs, process pitfalls, or workload issues. Active listening can help you build trust each time you check in, and help employees understand that your feedback is meant to support them.

5. Be transparent about goal-setting.

To keep individual contributors focused and in sync, setting goals is essential. In any case, on the off chance that you’re liable for laying out your group’s objectives (rather than simply carrying out them), you may be stuck representing your group’s ability and the organization’s requirements simultaneously.

“The most unpleasant part is ensuring we’re not concocting objectives that are excessively simple, and that will make us sort of self-satisfied or exhausted, yet in addition not so excessively aggressive that we would never contact them,” Tilve said. ” Fear of failing was the motivating factor.

While each chief probably won’t be responsible for the objectives their group should achieve, they assume a key part in assisting workers with interfacing their commitments to the higher perspective, as well as following quantifiable advancement. This necessitates informing workers about the ways in which the team’s objectives are supported by their day-to-day work and the reasons for selecting them in the first place. Sutley had three proposals for new pioneers on defining objectives:

• Encourage employees to participate. “I lean towards oversharing with my team and making it very clear on why we have the expectations set to what they are. I want them to challenge me on different things because I think it helps me think differently or think about areas that I might not be thinking about.” 
• Put yourself in their shoes. “I think it’s fair to ask, ‘Hey, how, how did we come to these goals?’ The more transparent you can be and the more trust you can build with them, the more they know that you’re advocating for them behind the scenes.”
• Help them connect to the big picture. “Whatever you can do to make them feel more connected in a genuine, authentic way, adds a lot of value to their day-to-day. You can only motivate people with fear for so long.”

If goal-setting is one of your new responsibilities, download our workbook, How to Set Meaningful and Effective OKRs.

6. Try not to take team performance personally. 

Moon stated, “Management requires a tremendous amount of emotional regulation.” Thinking about issues literally may work out easily while feeling so answerable for other people, at the end of the day is unfortunate in the long haul — particularly during seasons of monetary emergency.

“I kind of take it personally when we don’t perform because I’m so attached to the goals and my team. Also, you can’t do that, in any case you won’t get by,” Sutley said. ” To say, “Hey, it’s not about me,” you need to put your ego, needs, and feelings aside.

Being low-ego is a key to leading high-performing teams, and it is even a key component of Moon’s servant leadership model. She stated that this mentality aids in maintaining her willingness to learn and adapt her management style.

She said, “Sometimes people in leadership positions not only put a lot of pressure on themselves, but they also feel the need to exert and show enormous power.” However, I really wanted to approach it in a different way and question that way of thinking. After all, I’m here to support the people I’m supposed to serve.

7. Be open to learning from others.

Take advantage of your company’s management courses and training. There is a good chance that the fundamentals of your particular workplace are covered in their curriculum, such as company expectations, leadership skills, conflict management resources, and mentorship opportunities within the organization.

However, smaller and newer organizations might not yet have this infrastructure, so it’s fine to look into other kinds of support to help people learn new skills. Tilve stated that she gets her ideas and insights from peers in management.

She stated, “We get together once a month to be able to talk without any of our direct reports or managers.” It is extremely necessary, supportive, and cathartic. It would probably help alleviate a lot of stress for all of us if we could find more time to do that.

Reference: lattice.com

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