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Or you may crack down by making and enforcing rules that may actually insult or alienate employees.”Build Your Confidence Starting out in any new role can be intimidating, and it may take time to believe in your ability to handle unfamiliar challenges.
In her first management role, she focused on a goal of helping others develop.“With a small staff of one to five, make sure you reach out and understand their goals and objectives,” says Lubrano.“The better you understand your staff, the easier it will be to motivate and communicate with them.”To that end, it can be helpful to assist your team members by defining their new reality through specific measurable objectives.“Understand the requirements of being a manager—plan, organize, lead, and control,” says Lubrano.“Know the areas in which you have the greatest advantage, and other areas where you might need some additional support or training.”Another important part of preparing for your new role is getting to know the nuances of each of your direct reports.Yet making too many rookie missteps might slow down your management trajectory, or even stop it in its tracks.
Here are some strategies to increase your chances of success in your first supervisory or management role: Get Prepared One of the main issues that new supervisors need to master is preparation, according to Donna Lubrano, professor of business management at Newbury College.
Confidence, or lack of it, is something many women struggle with, according to The Alternative Board’s UK Member, Lisa Richards.
“It certainly keeps cropping up in the women leaders I coach, and I fall victim to it myself from time to time,” admits Richards.
For clinical supervision to be successful, both supervisee and supervisor need to attend relevant training sessions.
You’ve been a stellar team member, and now you’ve been tapped to take on your first management role.
“As a new manager, your most important goal is to ensure that each individual member of your team knows how you define success for them, how and when you’ll measure progress toward that success, and whether or not you think they are achieving that success,” says John Baker former COO at American Express and author of .