First time managing people - any tips?

MichaelAwkward

MichaelAwkward

MichaelAwkward

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Hi all,

I've just submitted my onboarding info for a new finance manager role I recently accepted, stepping up I guess on another rung of the ladder.

I'll be managing 2 people, but obviously with having never done it formally before (only really mentoring others within a team previously) I'm getting a bit of anxiety about it as I near my start date.

The two people I'll be managing are doing similar roles (AP/AR) so I'll be overseeing their work as well as my own so a lot of it will probably come down to processes as the business is moving to NetSuite which I've used now for a couple of years.

Does anyone have any tips or know of any resources that might be useful? I imagine a lot of it will come naturally with time (or not!) and involves mostly common sense but I'd rather not make a hash of it from the outset.

Thanks
 
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MichaelAwkward said:
Hi all,

I've just submitted my onboarding info for a new finance manager role I recently accepted, stepping up I guess on another rung of the ladder.

I'll be managing 2 people, but obviously with having never done it formally before (only really mentoring others within a team previously) I'm getting a bit of anxiety about it as I near my start date.

The two people I'll be managing are doing similar roles (AP/AR) so I'll be overseeing their work as well as my own so a lot of it will probably come down to processes as the business is moving to NetSuite which I've used now for a couple of years.

Does anyone have any tips or know of any resources that might be useful? I imagine a lot of it will come naturally with time (or not!) and involves mostly common sense but I'd rather not make a hash of it from the outset.

Thanks
Click to expand...
Situational leadership is something I found very useful. https://situational.com/situational-leadership/
 
Be firm when needed to get the job done , but be a good colleague and sympathetic as well this will make you a more likeable manager.
Dont micromanage either
 
I've managed a large team for just over 10 years now. You will definately have some experiences lol

Let them know you trust them to do their job and won't be constantly looking over their shoulder, whilst at the same time they can come to you for help and advice if needed
Don't have an open door policy. This is a common mistake. YOU need time for yourself, people can't walk in whenever they feel like it
The only thing they really need to know is what they are doing, why they are doing it, when they have to have it done by and if they have the skills to do it
Try not to shift targets, and if it happens explain why
When speaking to them about someone else in the department or organisation, or vice versa

Is it true?
Is it helpful?
Is it necessary?
Is it kind?

Have updates to keep things on track, if works not getting done have quick fire 5mins meetings each morning
^^ don't wait for weeks getting angry, nip things in the bud quickly

Find out whats important to them and what they value
Job satisfaction scores higher than pay in all polling, so make sure they feel valued and that their work has meant something

When having to have a difficult conversation, take time to plan and set an agenda. Don't let them take the conversation in a different direction, stick to the facts and stay on track

You are not supposed to have all the answers
 
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I have a team of 5, and I absolutely do not consider myself an expert enough to give advice off the cuff (will have a think). What I will say is, good luck!

:edit: Post above is good ^
 
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I used to manage up to 100 people and it is a fine line between being a mate but also being ruthless at the same time. If you are too soft nothing will get done and if you go too hard everyone is against you. In the end it wasn't for me as I am just not that person and the vast majority of people you meet in the corporate landscape are eyeing up your job with the knives in their back pocket.

Plus formal performance based meetings were always my weak point as I could never deliver them in a nice way!
 
Set clear tasks and timelines.

Ensure your team understand that you need to be kept updated on any issues, not on the day the project is due.

Be approachable, but not a doormat. Very easy for people to start taking the p!ss if you are seen as a soft touch.
 
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MichaelAwkward said:
I'll be managing 2 people, but obviously with having never done it formally before (only really mentoring others within a team previously) I'm getting a bit of anxiety about it as I near my start date.
The two people I'll be managing are doing similar roles (AP/AR) so I'll be overseeing their work as well as my own so a lot of it will probably come down to processes as the business is moving to NetSuite which I've used now for a couple of years.
Does anyone have any tips or know of any resources that might be useful? I imagine a lot of it will come naturally with time (or not!) and involves mostly common sense but I'd rather not make a hash of it from the outset.
Click to expand...

From the offset - it's worth understanding if you're leading their activity direction and/or managing/oversight of their workload output. Subtle difference but it's one you want to clear up to ensure you're not being caught out. If you have line management responsibility ensure that you have been given the right 'training' by HR on their processes and when things are expected in the cycle of things.

I've managed a number in my time, and I feel it splits into a some boundaries to the approach you will end up taking.

1-6 people this is where you will be doing work but being the senior, providing oversight and planning of activities. By the time you get to 6 people with the responsibility for reviewing work, that becomes a full time role. Typically this level of oversight is for junior and specific risk frameworks where review/audit is needed. The key here is you're in the trenches, doing work and being the example of what good looks like. Don't be an arse, but be firm but fair both up and down. If there's an issue you will be the one expected to raise it so communications both professionally and within the team personally is key. Don't be the person that HR turns up and asks why didn't we know that he had a personal issue. Mange up and down.

Just be clear with expectations. If someone has experience you expect them to be the level required and that they will help do reviews/etc. It's also your role I take it to be a line manager for them.

Once you get into multiple independent teams of 6-10 then it's more hands off and developing frameworks, understanding how to quickly solve problems (80%) and finally learning how to develop them to excel so they can operate independently within that framework. You'll be more involved with the financial/portfolio/programme level too.

When you get to 100+ that's when you're into initiatives/programmes, policy, vision and structure (yet more finance will be in that lot too).
 
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I currently manage a team of 18 people ranging from helpdesk, contract support and a ton of engineers of various disciplines. Like you, I worked my way up the ladder and I can give you a few pointers:

  • Be very clear with expectations. Leave nothing open to interpretation, this leaves gaps in your management and is also extremely frustrating from the other end.
  • Depending on the team members, know what you need to do. If you're taking on a bunch of lazy bums, be prepared for it. Find out your HR policies and if you don't have any, find some online. Don't let people get away with stuff as you'll just end up being walked over.
  • Recognize your authority and don't be afraid to excercise it now and then. You're the manager, not them.
  • Respect your team, treat them well and don't micromanage them.

If your new role comes with any training budget, then I can't recomment the ILM enough:

Home

ILM creates leaders and develops managers through qualifications, training and cutting edge research. Find out how to work or learn with ILM today.
www.i-l-m.com

Keep in mind that doing the highest level doesn't mean you automatically learn everything from the lower levels, they kindasorta go up as you progress through your career. I've done 2 & 3 and am starting 5 this year. Hands down one of the best courses I've ever done.

Referring to my first bullet point, use SMART obectives:

www.atlassian.com

How to write SMART goals (with examples)

SMART goals are Specific, Measurable, Achievable, Relevant, and Time-Bound. Here, we work through an example of how to write them.
www.atlassian.com www.atlassian.com

This removes all doubt from the table and introduces accountability for your team.

Good luck, it's a challenging journey but can also be extremely rewarding!
 
- Just be yourself, no need to be different just because you are manager. That doesn't mean being the teams best mate but also doesnt mean you have to be an ass.
- Listen, always listen. If you are doing something when they are talking, either stop doing it or ask them to wait and finish what you doing.
- Do not make commitments or promises you cannot keep
- Be clear, concise and direct with communication, leave no grey areas or room for interpretation
- Set realistic and reasonable expectations and maintain the standards
- Have regular catchups with your direct reports which is classified as their time, where they set the agenda to talk about whatever they want. You listen and feedback.
- Mistakes happen, ensure where they do happen the person is aware and what needs to be improved.
- For the love of god do-not micro manage. Trust the team until such a point that trust is breached.
 
You need to build trust among your team and create an enjoyable work environment. I mention what is happening and any changes even if it doesn't necessarily have any immediate inpact on their job, as it keeps everyone up to spec and in the loop. I manage 3 employees, if they work hard I treat them to a little something every so often. I appreciate what they do for me, and I do try to show it. I once worked in a place which was totally the opposite, and I could see how the work place affected the staff and the business also.. Nobody ever communicated with each other and if they did it would often be to the wrong people. B****ing about people was rife. We had one employee who thought that she was the manager and could boss certain people around and Management did nothing about it. The irony was she was a cleaner and would tell people that they had to do their own cleaning as that's not what she was paid to do??:p When I announced to my manager I would be leaving, I was called in and asked if I had a job lined up, when I said I was starting my own business. My manger at that time asked how I would do it, then blatantly tried to make out it wouldn't work and I should stay with them. That job opportunity taught me how not to run a business.
 
Keep in regular structured contact with them

Be flexible. I know my team have got my back when it’s hitting the fan and they’ll put a few extra hours in to sort things out so if they’ve got an appointment or need to pick their kid up it goes both ways.
 
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