| As a new manager, chances are after the initial | | | | and you will face a never ending uphill struggle. |
| excitement of getting the move into your first | | | | Worry 3: You need to understand all of the detail |
| management role, chances are you may | | | | This is not just a myth but is also a huge trap if |
| experience a period of doubt or de-skilling. So | | | | you buy into this. These days it is neither |
| what worries should you be alert to as a new | | | | desirable nor possible to understand the minor |
| manager? | | | | detail of everything that goes on. What it is |
| Worry 1: No one will like me any more | | | | essential to be able to do is have a broad |
| When you were just one of the team, you got | | | | overview and be able to ask good questions to |
| on great with everyone and were part of the | | | | help inform your decisions. |
| crowd. Now you are a manager you might feel | | | | Worry 4: You don't have enough time |
| like you have sold out. At these times remember | | | | Unlike the memory on your computer, you |
| that you are still the same person at the core as | | | | cannot go out and buy more time. So what |
| you were when you were part of the team. | | | | matters is how you use the time at your disposal. |
| While you might to set some boundaries, the | | | | If you try to be the person who tries to do |
| qualities and attributes that got you your first | | | | everything you will struggle to deliver results. Get |
| management are still available to you so keep | | | | clear on your priorities, delegate and invest time in |
| using them. | | | | training others to do things that you previously did |
| Worry 2: You cannot trust others | | | | if they don't have the skills. |
| One of the hardest parts of becoming a manager | | | | Worry 5: You don't know all the answers |
| is learning and being comfortable with letting things | | | | The good news is that you don't need to. These |
| go that you know are no longer part of your role. | | | | days information has never been more freely |
| This worry can be made even worse when you | | | | available than it is today. It is just a matter of |
| realise that you are still responsible. In my | | | | reaching out and finding the answer to your |
| experience there is a huge difference between | | | | challenge. This is where a network of contacts or |
| perception and reality. Most people can not only | | | | a mentor can help. Bottom Line - Expect to feel |
| be trusted to deliver something that you | | | | de-skilled as a new manager and see it as part of |
| previously did but may well do it better. If you | | | | the transition. |
| don't trust people they will eventually disconnect | | | | |