By Ray Estrada
When I was a boy, my father used to tell me how he was going to teach me how to swim: “I’m going to throw you in the river and yell, ‘alligator!’”
When I was a boy, my father used to tell me how he was going to teach me how to swim: “I’m going to throw you in the river and yell, ‘alligator!’”
I like to swim, but I’m still not very good at it,
despite my dad’s pressure.
Many new managers are told to do their job with as
much incentive as I was given to swim. Good managers are made, not just made
up.
During about 25 years in various management roles, I
initially learned the ropes from mentors and other managers. My experience as a
manager was mostly trial and error, hit or miss. However, it was not until I
received a scholarship for formal management training at the Medill Campus of
Northwestern University that I realized how to do my job as an office leader.
While there is no substitute for experience, training
is invaluable. Want to be a successful manager? Get some real training and your
experience, and success, will grow exponentially.
Another reason why new managers fail is
micromanagement. Many times their supervisors will not let them manage
effectively. Looking over a middle manager’s shoulder makes for a less than
desirable situation. Managers should be allowed to fulfill their job
descriptions without significant changes for at least one year.
A performance review is a good idea after a period of
time in which the new manager can prove himself or herself in a designated
role.
A third reason why new managers fail is that they are
the proverbial square peg in a round hole. This often happens when nepotism or
other types of favoritism are involved. It is vital to hire – and train – the
right person for the proper management role. Not doing so is costly and frustrating.
In short, to assume that an employee is management
material can be folly. The way to be even more certain involves training and
proper evaluation. Find the best people for management roles and back them up
with proper support.