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Bruce Tulgan, a business advisor and author of The 27 Challenges Managers Face: Step-by-Step Solutions to (Nearly) All of Your Management Problems (Jossey-Bass, 2014), has worked with leaders and managers at Wal-Mart, Aetna, the U.S. Army and the YMCA. He says he’s often asked why he wrote about 27 challenges instead of some other number. Tulgan explains that after hearing from hundreds of thousands of managers over two decades’ worth of research, the same 27 basic challenges came up over and over again.
Maybe it’s the superstar who the manager is afraid of losing, the slacker the manager can’t seem to motivate, the employee with an attitude problem or the two who can’t get along. Regardless, when things go wrong in a management relationship, the common denominator is almost always unstructured, low-substance, hit-or-miss communication.
They don’t realize that they are stuck in a vicious cycle. They are “managing on autopilot” until something goes wrong. When you operate in this way, something almost always goes wrong. Then when problems arise, managers get more involved—what the book refers to as “firefighting”—and communication becomes more heated and urgent. So most managers cycle back and forth between autopilot and firefighting.
Relentless, high-quality communication. They consistently engage every direct report in an ongoing, highly structured, content-rich, one-on-one dialogue about the work that person needs to do. When managers consistently make expectations clear and provide candid feedback for every individual every step of the way, the result is measurably better business outcomes, including improved employee performance and morale and increased retention of high-performers.
Learning must become your strength. From day one, stake it out and use it. The first order of business is to get up to speed with everything and everyone by learning the nuts and bolts of the job. The big challenge—no matter how much experience you bring to the table—is that you are brand-new to this role. You have a huge learning curve: You need to master your new job, which can mean relearning everything you already know from another perspective. You must learn about a whole new cast of characters and the jobs of every one of your new direct reports. On top of all that, you might need to learn about a new organization or industry. I’ve seen so many new managers—and plenty of experienced ones—hesitant to assume command decisively at the outset.
@BruceTulgan on Twitter, is founder and CEO of
Rainmaker Thinking Inc., a management research and consulting company in New Haven, Conn.
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