Managing Your New Manager Role
In the May 2015 issue we discussed how you should manage the expectations of those around you when you make a move to a CAD or BIM Manager position within the same firm where you have proven yourself as part of production. Now we turn to the topic of how you settle into the new position.
Do Not Overmanage
When making the transition to manager, there is an increase in responsibility and also an internal increase in your own expectations to do a good job. Often this translates into overmanaging. You take on too much too soon. You start flexing your new authority, or at least you think you have the new authority that should be flexed.
Most times new managers appear to try a little too hard. Others around them may think this is true, even if it isn’t. Just taking on the new role can make others think that you are overreaching. Be sensitive to others around you and what they might think. Do not push too hard too soon.
Do Not Undermanage
On the other end of the spectrum are those new managers who may not change anything at all. They take on a new role and then just keep doing the job they did before. They avoid responsibility and accountability rather than step forward and embrace it. They deflect blame and step back when they should be moving to the front on tackling issues.
Take Care of the Foundation
Move on the things that have annoyed you that others have not fixed. I am sure there are some basic issues that still give your site troubles. Grab onto them and do not let go until they are fixed. There is a reason that you have been promoted into this position. You may have identified these issues before and mentioned them. If you have not done that, then now is the time to move on them.
Seek New Projects
When taking on a new role, seek new assignments. Volunteer to lead. Make everyone aware of your desire to impact the flow of projects on a greater scale. The position brings new opportunities to expand your influence. Do not miss the chance. You may not have to look very far to find these issues. Look for the ones that you can address quickly, or that are within your wheelhouse of expertise. Take those on and show what you can do.
Enlist Help from Below
Ask your coworkers to help you out. Get them on your team. We discussed this a bit in last month’s article. Now is the time to stay connected. Do not move away from old relationships. Instead, strengthen them. While it is true these relationships are different now because you are not one of the troops does not mean that you should burn those bridges. Ask for assistance. Make coworkers realize that you could not do this alone. If they are good colleagues, then they will help.
Build a Team
Do not overly focus on individual relationships. They will be choppy for a while, but they will continue to improve. Focus your efforts on building a team. That is what managers do. They get things done through others. The days of your individual achievements that got you to this place are now in the past. You now have to develop others and improve their performance. Now more than ever the team becomes important. Achieving together is more important that achieving alone.
Connect to the Entire Business
Now is the time to start conversations with leaders across the firm. If you have not done so already, start connecting with HR and Marketing. Get to know project managers and division leaders. Ask them what they think of the area you now oversee. Is it running smoothly? Are they getting what they need from your area? Ask them what they recommend for improvement.
Stop Doing What You Used to Do
Finally, stop doing what you were known for. Do not be the “go to” person you used to be. Don’t abandon everyone instantly—just slow the response time or point people to others who can help. Everyone will expect you to do everything you used to do in addition to the new management efforts. You will be crushed by that weight, unless you offload something. You have to eventually stop doing your old job and embrace the new one. Start soon or others will think that the status quo will continue. If you do not shed old responsibilities by delegating them to others, then you will never have the energy or time to expand into your new role.
