You have been given a team as part of your promotion - but no training on how to manage them.
Did you relish the challenge of managing a team of your own, after years of watching managers try and fail to get the best out of their people - and it is a lot harder than it looks?
Maybe you didn’t want to manage people, it was never in your career plan - yet your success is now dependent on theirs?
Just how do you get excellent delivery from your team, when you have also been given your own huge list of deliverables, with ‘manage your team’ only as a side note?
Have you a team of varied personalities, volatile dynamics and dysfunctional relationships?
Does your team consist of employees who have reputations for conflict, underperformance and high levels of attrition?
Do you feel you’ve been given an unsolvable problem?
Too often, we have seen line managers set up to fail as organisations force high performing individuals into management positions, yet leave them ill-prepared, ill-equipped and ill-informed over how to succeed in that function. Left untrained and unsupported, many potentially great line managers are forced to develop their own managerial practices, which are usually based on the good and bad elements of their own line manager’s actions. The only real guidance given is from HR on what they can and cannot do - but all that tells them is how to not get involved in grievance procedures, not how to manage the performance and careers of those trusted to their leadership.
We have experience of managing teams of 2 to 25 employees, and know that it can be a struggle to find that balance between doing ‘your own work’ and helping those in your team do their best work. As a member of teams, we have experienced some great and some not so great managerial styles - we have been the one put on the pedestal, as well as the one intentionally ignored. As many people who have a career of any length can attest to, we have some true horror stories about our time in and managing teams, but each experience was a great tool for helping us refine our understanding of how teams truly work and how to get every individual performing to their best.
Most importantly, we have learnt how to make sure that they enjoy their contribution to the overall team goals, which creates the ultimate win win situation.
A team is only as strong as its weakest link - and a manager is only as good as the strength of their team. We know that the key to line management success is to stop seeing it as a side of the desk distraction, a ‘nice to have’ - and see it for what it is - the critical and only focus you should have if you want to achieve any kind of true success. By focussing on empowering and strengthening each team member, the input you need as a line manager consists of guidance and being a strategic compass. You no longer have to focus on what they do if you work on how they do it. Performance of individuals can be improved from any starting position.
We can help you set the expectations you have of your team, and how to then hold them accountable to that standard.
We have worked through poor performance issues and addressed them as a collaborative effort, getting the situation turned around quickly and permanently.
It’s a simple equation - if they look good, you look better. And the pride and kudos you could get as a line manager of a high-performing, high retaining team, can send your career into opportunities you never thought would come your way. Your credibility as a leader of talent is validated by results. We know how to get individuals to succeed, and how to intertwine those individual successes together to show a team with maximum impact.