There is nothing more exciting for the aspiring manager than to get that first promotion. I don’t care if it’s a line supervisor position, factory team leader or the head of a technical department. The feeling is the same. There is excitement coupled with a fear of failing. Am I ready? Will people “like” me? (we will talk more about this later). More often than not, new managers fall into a fatal trap of control. Picture this: your new manager is on the scene. He or she meets with you for the first time. You are anticipating the “rules of engagement”. What do they want you to do? How often? In this meeting your rookie manager leaves you with one order, “run everything by me.” Why? They are unsure of what to do in this new role so jumping in the middle of everything gives them personal security, the security that they are “managing”. As an employee you wonder why. It doesn’t make sense. Why wouldn’t a “new manager” spend time on areas where you need help? Good question.
The best managers look for an opportunity to help. Find the problems. Keep things running efficiently. In Ken Blanchards book Leading at a Higher Level, Ken illustrates the modern philosophy of management. Ken shares with us the story of his trip to the department of motor vehicles to renew his license. He dreaded the thought of doing this, fearing long lines, cumbersome forms and the waste of a day. What he found surprised him. The guy behind the counter smiled and said. “Welcome to the Department of Motor Vehicles! How may I help you?” It took Ken 9 minutes to renew his license, including getting his picture taken. He was stunned. When he asked what had caused the change the employees pointed to the new manager who sat out right in the open where he could clearly see everything at a moment’s notice. Ken went over, introduced himself, and said, “what’s your job as the director of the DMV?” The man’s response is a shining example of a definition of modern management. “My job is to reorganize the department on a moment-to-moment basis, depending on the customers need.”
You often see employees excited about having a new manager and excited about their work. Then you see them three months later and the “honeymoon” period is gone. They are discouraged. What changed? They realize they are working for a “control freak” who doesn’t listen to them, who doesn’t involve them in decision making and who treats them as if they are subordinates. Leaders who make a difference by helping people and keeping them efficient in their daily work will realize great rewards in the process.