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THE SCENARIO

Help! I've never had any kind of managing experience and suddenly I'm being put in charge of my department. What are things I should know to avoid tripping up as a new leader?

THE ADVICE

Nerves, inexperience and ego are common sources of early failure as a newly minted manager. However, there is no need to panic. Take a moment to regroup and then follow these tips for succeeding all around:

Master the art of managing up

To lead effectively, it's vital to swiftly develop access to upper layers of management to get the resources you need for yourself and your people. Whether you like it or not, you are in the game of politics. Those who are most successful have figured out how work really gets done in the organization. For example, they have a clear understanding that the CEO is the one who has the final say regarding budgets. But they also know that to be granted a meeting with the CEO, you have to have a solid working relationship with his or her assistant. The sooner you master the skills required to manage up, the better.

Understand the need for balance

You are in the midst of trying to make a name for yourself, but that doesn't mean that everyone else is in this same stage of life. Some of your staff are desperately trying to balance the demands of work and family, while others are using their jobs to finance their real calling in life. Limit the requests you make for weekend and evening work and your troops will rally 'round when you really need all hands on deck.

Develop proper distance

New leaders often make the mistake of trying to be a buddy to their staff, when their employees really need a boss. It's tough trying to be both. Your people need your feedback to improve their performance, even if this means their egos may be hurt in the process.

Relationships are built on honest feedback, something many new bosses have a difficult time giving, especially when they are trying to remain friends with their subordinates. Do your employees a huge favour: Be a coach, rather than a friend and cheer them on when they hit one out of the park.

Cut some slack

You may have landed in your new position by being the go-to person who felt you were the only one who could do things right. But a micromanaging approach with your staff will have unintended consequences. For example, you may find yourself stuck doing time-consuming jobs that you should be delegating. You must learn to trust and give others responsibility even though it means that at first they may fail. Eventually they will learn to succeed.

Make others look good

The spotlight is on you when you are suddenly in charge. But if you really want your team to respect you as their leader, then you must let others shine as well. Strong leadership is about making others look good. Compliment your employees in front of others. Give credit where credit is due.

Trust your team

Just because you're suddenly in a powerful role doesn't mean you will get to stay there. Listen when an employee tries to warn you about political manoeuvres that are taking place above and around you. Trust that your staff are watching your back, unless you have evidence that shows this may not be the case.

It's important to find out what really happened to your predecessor. "Left to pursue other opportunities" is code for "we sacked the guy." This will help you to avoid making similar mistakes that will have a similar ending.



Roberta Chinsky Matuson is president of Brookline, Mass.-based Human Resource Solutions and author of Suddenly in Charge.

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