4 worst mistakes of a first-time manager

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First-time managers are generally nightmares to work for. They are people who got promoted by doing a non-management job well, and in fact they probably have little experience in management. Here are four of the mistakes that will undermine a new manager the fastest.

1. Focusing on tasks instead of people.
Before you were a manager, your number one job was to accomplish tasks. You were someone with skills to get something done. Maybe media buying, or programming, or selling. Now your number one job is to help other people to accomplish the tasks in an outstanding way.

Sure, you’ll have tasks, too. As a manager you’ll have weekly reports, budgets, planning. But your tasks are secondary to helping other people to do their tasks. Your job as manager is to get the best work from the people you manage. The measure of how well you’re doing as a manager is how well each individual on your team performs.

Ideally, you should be able to show each person you manage how to see themselves differently so that they are able to produce at a higher level than they ever imagined. For one person this will mean you need to teach organization skills. For another person, you will help her discover what she loves to do and then set her up doing it for you. Each person wants something, and you need to find out what that is. Then help them get it.

In return, your employees will do great work for you. This level of management is superior to task-management; helping people perform at their best impacts the quality of your team’s work as opposed to just getting the work done.

2. Being slow to transition.
Moving into any new position requires that you get rid of the stuff from your old position. This means delegating. It means getting over the idea that you were indispensable on any of your old teams. You can’t do you new job well if you’re still doing your old job.

Delegating your old job should take three days. You find people who are taking a step up when they accept pieces of your old job so that they are excited. You give them an explanation of how to do it and tell them where to go when they have questions.

You are going to tell me that one day is not enough, that you have a very complicated job. But think of it this way: If you died today, your job would be delegated in a couple of days.

Delegating is not enough, though. You have to stop caring. If you are no longer on a project because you got a promotion, then you have to stop obsessing about how the project is doing.
Remember how quickly the girl who dumped you hooked up with her next-door neighbor? You need to move that fast, too.

3. Forgetting to manage up.
Managing up means steering your team to hit goals that the people above you care about. Figure out what matters to your boss, and your boss’s boss, and make that stuff matter to you, too, because you can only impress your boss with your management skill if you are accomplishing things she cares about.

And be loud about your accomplishments. Set measurable goals for yourself and let people above you know that you’re meeting them.

Do this it right off the bat. People’s perceptions of you as a manager will be made during your very first actions. That saying, “People judge you in the first two minutes they meet you,” is true for management, too. So give people reason right away to think you’re doing a good job.

4. Talking more than listening.
My sister-in-law, Rachel, has been a manager for a while. But she just accepted a position where she is managing three times the number of people she had been managing. Her first step was to go on a sort of listening tour of the organization. She had lunch with people to find out what matters to them, she sat in on groups and even visited some people at home, all in the name of figuring out what matters to whom, and how she should set up goals for herself.

Consider your own listening tour as soon as you start in a new position. After all, there’s no way to figure out what people want without getting them talking. And the most annoying thing about any manager — new or seasoned — is when they just won’t shut up.

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6 ways to dodge long hours

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Get more control of your time. It's hard to leave the office at a reasonable time of day when your workplace culture centers on long hours. But the cost of not leaving work is high: A half-built life and career burnout.

Of course, if you never work long hours, you will never appear committed enough to get to the top ranks. So your job is to work enough hours to look committed but not so many hours that you risk your personal life and your ability to succeed over the long haul. People cannot work full-speed until they die. Pace yourself so you don't burnout before you reach your potential.

1. Find the back door. Figure out what criteria people use for promotion. It is never only how many hours you work. In many professions you need to work a lot of hours, but there is always a way to be impressive enough to cut back on hours. In the realm of superstars, achievement is based on quality over quantity. Figure out how to turn out extremely impressive work so that you can get away with fewer hours. For example, if you're a lawyer, you could pick up one, very important client for the firm, and then cut back a little on your hours.

2. Be clear on your schedule and clear on priorities. Once you figure out which projects matter a lot and which don't, get the high-priority work. Then you can jump at the chance to tell someone handing out low-profile projects that you're booked – working on something that is a higher priority.

3. Go public. Tell people about your schedule ahead of time. For example, “I have Portuguese lessons on Thursdays at 7pm. The class is important to me.” When you plan a vacation, announce it early and talk about it a lot. The more people know about how much you have been preparing and anticipating your trip the less likely people will be to ask you to cancel it.

4. Find a silent mentor. Look for someone who is respected but does not work insane hours. This will take careful hunting because this person is not likely to be obvious about it. Watch him from afar and figure out how he operates. Few people will want to mentor you in the art of dodging work — it's bad for one's image. But you could enlist the person to help you in other areas and hope he decides to help you in the workload area as well.

5. Find a new specialty. There are some careers that hold no hope for shorter hours. Video game production and surgery come to mind. At the beginning of your career, you're in a good spot to change your path if you see no hope for a personal life on the horizon. A career change is easier when your career is new. Don't take this opportunity for granted; it will be much harder to change when you're in you’ve invested a decade in the career.

6. Respect your personal life so that other people will, too. If you don't create a life outside of work that is joyful and engaging then you won't feel a huge need to leave work. And if you don't project a passion for life outside of work then no one will think twice about asking you to live at work.

So get some passion in your personal life. If you can't think of anything, start trying stuff: Snowboarding, pottery, speed dating. The only way to discover new aspects of yourself is to give them new opportunities to come out.

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7 steps to finding and keeping a mentor

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Those who have mentors are twice as likely to be promoted as those who don’t, says Ellen Fagenson Eland, professor at George Mason University and 2003 Winner of the Mentoring Best Practices Award. So start taking the mentoring process very seriously — it should be a cornerstone of your overall career strategy. Here’s a plan to get you started:

Step 1: Identify a potential mentor. This person can be any age, but the most effective mentor is someone approximately five years ahead of you in your career. A person at this level will know how to navigate your organization at the spot you’re in, and the person will remember what it is like to be where you are. This person should be someone you admire and someone who has good communication skills.

Step 2: Have good questions. Would-be mentors are most receptive to people who ask good questions. What makes a good question? It should reveal that you are both directed and driven. But the question should also demonstrate that you understand the mentor’s expertise and you can use it well. So, a question like, “What should I do with my life?” would be out.

Step 3: Don’t expect miracles. A mentor is not going to rescue your whole career, even if she can. People want to mentor a rising star, so look like you’re on track when you ask for help. Ask, “What skills should I develop to earn an education policy analyst job with a Senator?” rather than, “Can you get me a job with a Senator?” even if the mentor is Caroline Kennedy.

Step 4: Be a good listener. This person is not your therapist. You ask a question, and then listen. If the mentor needs to know more, he’ll ask. Do not tell your life story. It is not interesting. If it were, you’d be writing a book or doing standup, right? If you find yourself talking more than the mentor, then get a therapist before you scare your mentor away.

Step 5: Prove you’re serious. You can demonstrate that you’re hungry for counsel by implementing the advice your mentor gave, showing the result, and then going back for more. So, if your mentor suggests you get on project X, get yourself there, do a good job, and report back to your mentor that you are grateful for the advice because you were able to learn a lot and shine. Your mentor will be much more willing to give you her time and energy after you’ve proven yourself to be a quick and eager study.

Step 6: Always be on the lookout. One is not enough. Each person needs a few mentors, because no mentor lasts forever, and each has a different expertise. Two of my best mentors were very different from each other. One helped me to fit in with the guys so that I could succeed at a company where I was the only woman in management. Another mentor helped me to keep my sanity and my focus when balancing work and children seemed totally impossible.

Step 7: Give back. The best way to learn how to rope in a mentor is to be a mentor yourself. You’ll find out first hand what makes a protégée annoying, which will, in turn, make you a less annoying protégée. You’ll also discover why helping someone else grow is so rewarding, which will give you the courage to ask people to help you.

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How to find a career coach

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Weaknesses are hard to beat, so if you’re really serious about making a personal change, I recommend a career coach. But be careful, because a good coach is hard to find. I learned to find good coaches by enduring bad ones. I also learned that when you find a good one, you can change in ways that will surprise you.

The first career coach I ever hired was someone who my boss recommended. He gave me the guy’s phone number and I called.

The coach’s voicemail message closed with, “Have a wonderful and life-changing day!”

I told my boss I could not work with someone who was so positive about change that he was a psycho.

My boss said, “This guy is renowned for working with famous business women.” (My boss dropped the name of a woman who worked with this coach. I am not going to tell you this woman’s name because you know her, and to this day I still question her judgment.) But the name-dropping worked. I wanted to be famous. So I agreed to meet with the guy.

He told me that most women he worked with needed to learn to be more assertive. He said, “I can tell you would be responsive to that sort of training, because you’re wearing a skirt.” Then he winked at me. So for my first lesson in assertiveness, I fired him.

My second coach was someone my boss read about in a newsletter. This coach told me I needed to appear grounded and stable as a leader. Her vision hit a nerve: I had catapulted up the corporate ladder, and some days I wondered what I was doing there. I thought I was wondering privately, but the coach showed me how my demeanor gave it away. “You walk like you’re on air,” she told me. “Your bounce belies giddiness and your swinging arms look impetuous.” She showed me how to walk so that I looked grounded and stable. The most interesting thing she taught me was that if I could change how I walk I would change how I felt. I wouldn’t have believed that until someone forced me to try it.

Later I saw a coach speaking at an entrepreneur’s conference. I hired her to help me handle board meetings. I learned not to smile so much. She pointed out that women smile a lot and men don’t and it makes men nervous. To soften the blow, she smiled at me. She told me my sweater was cut a little low, which made me happy since I never thought I myself as a woman with cleavage. But for the most part, her thing was public speaking, and I am definitely better at keeping an audience’s attention because of her coaching.

So here’s my advice on choosing a coach: Interview a few, because each coach has a different approach, and not all will be right for you. To get a sense of the coach, ask, “What are you best at doing with your clients?” If you like the answer, do a short trial session. If you ask someone what he or she is best at and they won’t give you an answer, it’s because they’re not good at anything, so hang up.

Recommendations from a respected friend or co-worker are a good bet. But, as you can see from my experience, a recommendation isn’t foolproof. I have had good luck going to a bookstore and perusing the careers section for books by coaches. If you like a book, you will probably like the coach who wrote it. Many coaches speak at conferences, so go to listen to a few if you’re on the prowl. One career coach I know routinely recommends my columns to her clients, so how bad can she be? If you absolutely cannot get up off your sofa, then get a recommendation from the career coach hotline: (239) 415-1777.

Enlisting the help of a coach may seem like a high-risk move — after all, a bad coach is really bad. But you also take a risk by not getting help to address your weaknesses.

 

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