NO one is born to be a manager. Good managers are not born overnight — it requires much effort and wisdom to become a good manager. Good management is widely studied and understood, yet not many are able to put theories into practice.
For new managers, there is much to learn about good management skills. However, new managers often harbour some common misconceptions and these could easily lead them to make mistakes in the early days.
Myth I: Managers must fully control their subordinates
New managers, feeling insecure, often view absolute obedience as a sign of loyalty and respect. Whenever staff members do not support the new manager’s ideas 100 per cent, the manager will feel challenged and may even blacklist them.
However, what a manager needs is total commitment from the staff and not 100 per cent submission. What is the use of having those who say yes all the time but are not committed to their work?
A manager’s goal is to cultivate and develop a sense of commitment towards a shared goal rather than blind submission to orders. Good management involves getting the staff to share the vision and in turn, feel motivated to work towards the goals for mutual benefit.
When subordinates are committed, they will take the initiative to get things done in order to accomplish the goal.
Myth II: Managers carry significant authority
New managers often enjoyed great success in their previous jobs and that is usually what brings them to their new role. As successful personnel, they enjoyed some degree of independence. So naturally with a new role in management they would expect to have more authority.
However, they are often shocked by how restrained they have to be in the new role. As managers, they are caught in a web of interdependent relationship. Not only do they have to take care of their subordinates, but they also have to deal with peers, bosses, customers, vendors and all those who are constantly making contradictory demands on them. As a result, they often feel pressured and torn between the different parties.
If new managers expect to have significant authority, they are likely to encounter unpleasantness and failure. In fact, they need to learn to negotiate their way with multiple parties in order to get things done and meet their demands.
Myth III: The job of managers is to ensure things run smoothly
It is a tedious and difficult task to keep an operation running smoothly and it will require a lot of time and energy from managers.
However, if a manager thinks that it is what they are required to do, then they are making a big mistake. Good managers need to rise above the standard and constantly recommend and initiate changes to improve the team’s performance. Their role is not only to get things done but to seek new and more effective ways to achieve greater results. Often it would mean challenging current organisational structures or processes that exist above and beyond their area of formal authority.
Myth IV: Managers must forge good individual relationships with others
Many managers have the misconception that they must have good individual relationships with others and they should ideally be favoured by all. The truth is that their focus should be on building up an effective team rather than friendship.
In fact, sometimes it is harder to get the subordinates to work when the managers are too close to them as subordinates might not respect them as managers but will expect favours because of friendships.
Effective leadership involves improving individual performance and commitment to bring together the collective power of the team. It is essential to build up the team’s norms and values so that the team may work towards the goal with committed hearts and minds.
Myth V: Authority comes with the manager’s title
New managers often think that they carry significant authority with their title. However, they may soon learn that not all respond to their new post. In fact, it is less likely for talented and capable subordinates to just follow orders blindly. These types of subordinates will most probably do what they feel is right and effective rather than blindly obeying new managers.
Managers need to earn the respect and trust of their subordinates by demonstrating their competency. Only when subordinates are impressed with their efficiency and capabilities will these managers be able to exercise significant authority.
In conclusion, new managers need to give up misconceptions in order to enjoy the success of effective management.
Priscilla Hiu is a career guidance consultant of Gracia Management and a certified behavioural consultant of DISC Personality Profiling System, Institution of Motivation Living, USA and Extended DISC Personality Profiling System, Extended DISC Northgate.