{"id":15686,"date":"2018-01-25T05:30:01","date_gmt":"2018-01-25T05:30:01","guid":{"rendered":"http:\/\/www.ceo-na.com\/?p=15686"},"modified":"2018-03-22T16:34:31","modified_gmt":"2018-03-22T16:34:31","slug":"decalogue-untold-truths-management","status":"publish","type":"post","link":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/business\/management-leadership\/decalogue-untold-truths-management\/","title":{"rendered":"Decalogue: untold truths about management"},"content":{"rendered":"

Why must managers pay attention in how to deal with\u00a0employees?<\/span><\/strong><\/em><\/p>\n

In order to progress in your professional career, some experts have a 4 point-steps:<\/p>\n

    \n
  1. Get a job.<\/li>\n
  2. Master that job.<\/li>\n
  3. Manage other people doing that job.<\/li>\n
  4. \u201cRun sh*t\u201d.<\/li>\n<\/ol>\n

    As told by Emma Brudner in her\u00a0blog<\/a>, she hopes that this information can help people considering management make a fully informed decision -and let current managers know that if they\u2019re experiencing any of the things on this list, they\u2019re not alone.<\/p>\n

    1) Management can be lonely<\/strong><\/h6>\n
    \"\"<\/a>

    Blog post originally published December 13 2017, updated December 29 2017.<\/p><\/div>\n

    When you\u2019re the manager of a team, there\u2019s by definition only one of you. There\u2019s no one else in the same role who you can turn to when you\u2019re stuck, or confused, or frustrated — and that can sometimes leave you feeling lonely.<\/p>\n

    This isn\u2019t to say that it\u2019s impossible to find support as a manager. The key word is \u201cfind.\u201d As a manager, you have to intentionally seek out fellow leaders and actively build a support network.<\/p>\n

    \u00a0<\/strong>2) You stop practicing your craft<\/strong><\/h6>\n

    You probably got your job as a manager because you were particularly good at whatever you were doing as an individual contributor\u2026 but in your new role, you actually stop doing that thing. The manager\u2019s role is to help their team<\/em> execute their craft particularly well. And because you\u2019re playing an enablement role instead of actually doing the work, your skills are probably going to get a bit rusty.<\/p>\n

    3) Get Thinking\/Talking Done (GSD)<\/strong><\/h6>\n
      \n
    1. Get Thinking Done<\/li>\n
    2. Get Talking Done<\/li>\n<\/ol>\n

      The first definition of \u201cGTD\u201d refers to strategic planning, which requires quite a bit of reflection and rumination. The second definition refers to enabling team members through coaching, providing feedback, and training. Neither of these \u201cGTD\u201d modes lend themselves to crossing items off a to-do list.<\/p>\n

      I\u2019ve often heard new managers accustomed to executing tasks fast and furious remark that they feel like they\u2019re not \u201cdoing anything\u201d in their new role. This isn\u2019t true -their work is just as vital and important- but it happens on a more ongoing cadence and isn\u2019t neatly completed at the end of a day or week.<\/p>\n

      4) You don\u2019t get as much feedback<\/strong><\/h6>\n

      As an individual contributor, you (hopefully) get feedback on a timely and consistent basis. Do something awesome, and you\u2019ll get near instant validation. Fumble on a project, and you\u2019ll get constructive criticism soon after.<\/p>\n

      When you\u2019re a manager, the feedback loop slows thanks to the nature of the GTD grind. Your manager doesn\u2019t have as much visibility into your \u201cthinking\u201d and \u201ctalking\u201d work as they do with more task-oriented output, and this means you\u2019ll probably get periodic packages of feedback at certain milestones rather than an ongoing stream.<\/p>\n

      On the flip side of the equation, it can feel uncomfortable to give your direct manager feedback. To encourage your reports to weigh in on your performance, consider putting anonymous mechanisms in place, or ask them to share their thoughts with your manager.<\/p>\n

      5) You have to do hard things<\/strong><\/h6>\n

      Giving constructive criticism, conducting performance reviews, resolving conflicts, making sometimes unpopular decisions -managers have to do a lot of things that aren\u2019t exactly a barrel of laughs.<\/p>\n

      Telling someone that they made a mistake or that their work isn\u2019t up to par sucks — manager or not. Being a manager means signing up to feel the feelings and do the hard things anyway.<\/p>\n

      6) Management is emotional<\/strong><\/h6>\n

      In addition to contending with your own feelings, as a manager, you\u2019re also more frequently on the receiving end of others\u2019 emotions. Work is emotional, and if you have a good relationship with your reports, they\u2019re going to express frustration, stress, worry, anger, and a whole host of other emotions to you. Tears will be shed. Voices will be raised. Eyebrows will be crinkled. Sometimes all at once.<\/p>\n

      Managers have to remain objective to make sound decisions, and you can\u2019t let someone else\u2019s anger or frustration or guilt cloud your view on a situation.<\/p>\n

      7) Self-regulation, all day, every day<\/strong><\/h6>\n

      Self-regulation means being mindful to not let your own emotion get in the way of delivering a clear message. It\u2019s not easy, but it\u2019s critically important. Pro tip: Invest in a good stress ball or join a gym with punching bags.<\/p>\n

      8) You spend less time in the spotlight<\/strong><\/h6>\n

      As I said above, managers are enablers, not executors. If a project your team worked on was a smashing success, the lion\u2019s share of the credit goes to the executors (as it should!). As the manager, you\u2019re more likely to be clapping on the sidelines than standing in the spotlight, and that can be hard to swallow for people who\u2019ve recently transitioned from an individual contributor role.<\/p>\n

      9) You\u2019re the \u201csh*t umbrella\u201d<\/strong><\/h6>\n

      If you want to \u201crun sh*t,\u201d you have to deal with sh*t. \u201cSh*t umbrella\u201d describes two essential functions of managers:<\/p>\n

        \n
      1. Protecting your team from distractions so they can focus on execution.<\/li>\n
      2. Doing the essential drudgery that no one else wants to do.<\/li>\n<\/ol>\n
        10) Your relationships change<\/strong><\/h6>\n

        If your company tends to promote from within, it\u2019s probably a common scenario for people to become managers of their former peers or teammates \u2026 and that can be awkward. Because your relation to each other has changed, that means your relationship has to change as well. Peer-to-peer vent sessions and gut checks are suddenly off the table, replaced with formal one-on-one meetings and manager-employee feedback. Even if you\u2019re not directly managing former peers, people have higher expectations of their leaders, which means you have to act accordingly both on and off your team.<\/p>\n","protected":false},"excerpt":{"rendered":"

        Why must managers pay attention in how to deal with\u00a0employees?<\/p>\n","protected":false},"author":2,"featured_media":15687,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[43],"tags":[704,703,702],"class_list":["post-15686","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-management-leadership","tag-how-to-deal-with-people","tag-management","tag-truths-about-management"],"_links":{"self":[{"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/posts\/15686","targetHints":{"allow":["GET"]}}],"collection":[{"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/comments?post=15686"}],"version-history":[{"count":6,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/posts\/15686\/revisions"}],"predecessor-version":[{"id":15725,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/posts\/15686\/revisions\/15725"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/media\/15687"}],"wp:attachment":[{"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/media?parent=15686"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/categories?post=15686"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/tags?post=15686"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}