Whether you’re a manager of one or 10, there are several essential skills you need to be successful.
Often, career progression and promotions involve moving up to a higher position in your industry, which can often come with an element of management.
However, while you may be very experienced in your field, whether it’s software engineering, manufacturing, or quality control in the pharmaceutical industry, being a leader is a whole different ball game. This will require a certain set of people management skills that you may not have needed before.
Whether you’re just beginning your managerial journey or moving into an even larger team, honing these skills is important to effectively managing your team members while inspiring confidence.
In order to lead a team of any size, your team members need to know and trust you. Building relationships with those you lead is an essential part of being a manager because if your colleagues trust you, they will trust your decisions and feel comfortable coming to you with problems.
Part of building strong relationships with your team is giving regular praise and praise when it’s due. It’s important that employees feel valued, and as a manager, it’s your job to recognize them for the work they do.
Don’t neglect small talk and non-professional conversations either. If your team members feel comfortable talking to you in a relaxed way, it will further strengthen your relationships and make them more comfortable talking to you about work-related issues.
We’ve already talked about the importance of managers having a coaching mindset. Being able to help your employees learn, develop and grow is a key part of being their manager.
There’s an old adage that people don’t quit bad jobs, they quit bad managers. A bad manager can have a number of traits, but one could be a manager who constantly delegates work without giving employees the opportunity to take on new responsibilities, improve their skills, or come up with new ideas. ideas.
To start developing this skill, examine your team members and identify their strengths and weaknesses. From there, you can use their strengths as a guide to give them new responsibilities in areas where they will thrive. Meanwhile, weaknesses can help guide you towards a staff training strategy in these areas as well.
Along with building relationships with your employees and helping them grow, a key part of your role as a manager will be making decisions about things you may never have had the final say on before.
Teaching your staff autonomy is great, but they’ll most likely still ask you questions. The key to being a better decision-maker comes down to critical thinking and courage in your beliefs.
There can be five possible answers to a question. But if you’ve been promoted to the executive level, you’ve been identified as someone with the skills to find the best of those answers.
Perfecting this skill isn’t about being right every time, it’s about being able to quickly analyze information, make an informed decision, and have the confidence to back that decision up. .
We have repeatedly highlighted communication as a key skill for employees and leaders. This skill has become more important than ever in the new era of remote and hybrid working, and managers need to ensure these lines of communication are as open as possible.
This requires consistent and regular communication with your team without micromanaging. You need to have open lines of communication so you know what they’re working on while showing them that you trust them to work independently.
It is not enough to tell your employees once that they should come to you with any questions. Whenever you delegate work, be clear about what you want them to do and make sure they understand.
One of the most important people management skills you can have is patience. No matter how busy or stressed you are, you always have to be patient for your team to come and ask you questions.
That doesn’t mean you should be on call all the time, forgoing your lunches, and having your work phone on during your annual leave. But having an “open door” policy — even if it’s a virtual open door for remote workers — is an important part of being a good people manager.
And when your employees come to you asking questions, you shouldn’t make them feel bad if they don’t know something or like they’re going to get in trouble even if they asked the question. This will simply prevent them from coming to ask you questions in the future.
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