As a new manager, your job is no longer just to guide yourself. It’s also to guide others.
What’s the biggest challenge new managers face when trying to grow in their roles? Answers could include broad, complex, and difficult-to-qualify problems like figuring out how to fulfill the company’s vision, retain clientele, or lead a productive team. While these goals are worthy of pursuit, there is one overarching skill needed to see them come to fruition: building strong relationships with your direct reports.
Here are two especially “spicy” conversations that all new managers face, and how to navigate them now and in the future.The first piece of advice I like to give to new leaders is: Feedback is love. Feedback isn’t some scary monster out to destroy the self-esteem of your team and make them hate you. Instead, I like to think of giving andas a bond-builder that creates relationships able to weather the storms a market change, recession, or other organizational road bumps may throw your way.
When delivering critical or negative feedback, take a coaching approach. Instead of telling your direct report, “Hey, you filled this report out all wrong. I need you to fix it,” begin by giving them the benefit of the doubt and then offer them guidance. For example, better language to use would be: “I know this might be an unfamiliar process. Here are some areas where I see room for improvement.
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