![]() ![]() ![]() Schedule one-on-one meetings with each of your direct reports. So it’s important to prioritize building trust. Research shows that when employees feel trusted by their managers, they exert extra effort at work and are happier in their roles. While it won’t be an easy conversation, it is a necessary one. It could be as simple as saying, “I value our friendship but, as a manager, I need the team to trust me and see me as fair and consistent.” That’s why it’s best to proactively address any changes. Some information is too confidential to share, and you can’t let personal relationships color your judgment. If you were promoted from within, it’s possible that the person you routinely gossiped with is now a direct report, or that you’re managing employees who were once your peers.įinding a balance between friend and manager is hard-but important. Workplace conflict often occurs when your relationships start to change. It’s important that you acknowledge your employees’ feelings and understand their perspective so that you can get to the root of the issue and collaboratively work toward a proper solution. If members of your team approach you with a problem, actively listen to what they’re saying and practice empathy. The more you avoid an issue, though, the worse it becomes, which is why you need to learn how to effectively resolve workplace conflict. Perhaps confrontation makes you uncomfortable or you don’t want to hurt a subordinate’s feelings. When you do, your instinct might be to ignore them in hopes that the situation will eventually resolve itself. Given that employees in the United States spend 2.8 hours per week on workplace conflict, it’s inevitable that you’ll find yourself in some tense conversations. ![]() Learn how to address difficult situations. You need to provide employees with professional development opportunities and the chance to learn new skills. Gallup research shows that managers are primarily responsible for their employees’ engagement levels. The more time you spend upfront teaching direct reports how to solve a particular problem, the less time you waste when the assignment resurfaces later on.īy delegating, you prove to your employees that you trust them to get the job done and value their input-and that has a positive impact on morale. But you need to fight the urge to tackle tasks alone. It’s easy to fall into the habit of saying, “I’ll just do it myself”-especially when faced with an assignment you’ve completed multiple times or a system only you know how to use. And that requires delegating responsibilities. You’re now a leader and a coach, who needs to focus on helping others succeed. You’re no longer just a doer, checking tasks off a to-do list. Learn how to develop the skills required to lead effectively in today’s digital, global world. So, where do you even start? Here are nine tips to help you avoid the common pitfalls many first-time managers face.ĭownload Our Free Guide to Effective Leadership in the 21st Century After all, that’s a lot to accomplish, and many managers never receive formal management training before making the shift to supervisor. Congratulations! Transitioning from individual contributor to new manager enables you to effect change at a higher level in your organization, empower others to exercise their strengths, and set a vision for your team. Your hard work has paid off: You’ve been promoted. ![]()
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