The skill that promotes you as a professional is less useful as a manager and leader! However, many managers forget this point and still insist on being the smartest person in the group. Talented managers quickly learn to use not only their own skills, but the skills of team members in team building, improving team performance, and supporting individual development. In this article, we will tell you how to become an effective manager from an expert.
In the process of transformation from specialist to manager, an amazing thing happens: the smart manager learns to stop being all-rounder and to train new specialists from among his team members.
Let go of what has been your progress so far
It is difficult for many novice managers who are accustomed to working in a monotonous professional position to abandon this format. Skilled and skilled people usually consider their technical and professional skills as a sign of success. This skill is part of their professional and personal identity.
They do not know that the rules of the game are different now: now a person’s ability to advance goals by others is more important than his specialized knowledge. Understanding this and the inability to adapt to new situations creates widespread problems for the manager and team members.
The manager’s specific behavior causes stress
A manager who continues to insist on continuing to play an expert role creates stress in a variety of ways. Some of the most common of these are:
- When the manager insists on solving all the problems himself and has the final say on his own, the team members consider their technical skills worthless.
- The manager in a professional position creates a hierarchical space instead of a group-centered environment.
- People lose their passion over time, because none of their ideas and opinions come to light. This aversion may manifest itself in the form of aggressive behavior or inappropriate attitude.
- Individual creativity is lost because people get used to their manager solving all the problems.
- In general, the performance of the group is weakened, because the work environment is unpleasant and the manager becomes an obstacle that everyone is waiting for his final opinion on any issue.
When managers are left to their own devices
Becoming an expert just a manager is a challenging path. Replacing and removing novice managers is unexpectedly common in many companies; Because prerequisite trainings are rarely provided and no one guides the managers after the upgrade! Most of these managers can only rely on themselves to cope with their new tasks; As a result, when faced with a great deal of ambiguity, they turn to what has helped them so far: the ability to overcome difficult problems using their expertise.
If you are in such a situation, these 6 tips will help you to walk this path better, without causing stress in the workplace:
1. Review your mission
Your job as a manager is to create an environment that encourages team members to do their best. Your specialized skills are no longer the focus. Your main mission is to empower team members to strengthen and demonstrate their skills.
2. Focus on building trust
By constantly providing your expertise skills, you are paving the way for building trust in the organization. Instead, ask questions of others and encourage them to make suggestions and follow up. Your eagerness to allow them to experience and even make mistakes shows your trust and support.
In working with others, there is a difference between being all-rounder, never paying attention to what someone says, and teaching them what you know. Managers who train, especially on the front lines, actually support the progress of their team members.
4. Overcome the temptation to respond; Ask simple questions
The most important question a manager may have in dealing with a person who has come to him for guidance is: “I’m not sure. what do you think?” Of course, your instinct also puts pressure on you to respond quickly based on your expertise. Sometimes the answer may even be so clear to you that you say to yourself, “Is this a question ?!” However, the best thing to do is to overcome your instincts and seek the opinions and ideas of others. By doing so, you reinforce critical thinking and show that you trust the opinions of your team members and act on them.
5. Encourage individual and group learning
One of the key factors in the successful performance of tasks is to create an environment that encourages growth and development. In such a work environment, the focus is on motivating and motivating learning behaviors. Teaching and learning means investing in people; As much as you can invest in your team members. Send them to classes and courses. Allow them to attend training conferences. Provide a library. Encourage people to share what they have just learned.
6. Provide effective feedback
In addition to the advice given above, you need to provide effective feedback to individuals and groups who are creative and innovative and overcome difficult tasks. Add value to your feedback by emphasizing positive behaviors and their role in the outcome. Do this several times a day.
Success in a managerial position is rooted not in technical skills but in the ability to encourage people to do their best. You need to put aside the skills that used to make you successful and focus on the skills that help others to progress. Begin by redefining your mission. Then focus on developing new skills that will help you grow as a manager and leader.
Do you have the experience of moving from an expert to an manager? In your opinion, what are the differences between these two positions? What skills are required as a manager? Which skills are less useful in your new position?