Three Steps To Becoming An Excellent Professional Manager

　　 do Controller This is a major task and requires a broader focus - beyond the scope of our own interests. The biggest challenge for new managers is how to turn self-directed to others centered. The biggest challenge comes from one kind. Self centred In this way, managers only think about themselves and their daily tasks, and now turn this narrow self orientation into a broader and broader perspective.

It's not easy to be a good manager, and it's really exciting. All of a sudden, there is a chance to step up on the organizational ladder and implement what we have long wanted to do. Managers have enough resources to realize their good ideas. However, becoming a manager also brings a whole new set of responsibilities. Managers no longer focus on their tasks, but concentrate their attention on helping them accomplish their work.

Managers focus not only on every member of the team, but also on other business areas. Not only do you care about your boss, but also others' boss. This includes how your team or jurisdiction or business area will affect other business units. Therefore, this is not a small step forward, but a giant leap between planets.

Therefore, managers need to identify the challenges they face in the first year, which is usually very difficult. We can help new managers to accomplish this transformation more smoothly without any three moves: adapting to the feeling of returning to beginners, evaluating the achievements in the early years, and learning how to get help.

Return Beginner

It is normal for new managers to feel the illusion of disillusionment. After all, it's perfectly normal for you to face such a big and never involved task. The important thing is how new managers respond to this feeling. In general, new managers have totally different coping styles. Some managers overcome the pain and discomfort caused by this new position, and seize the time to learn new skills. They are not afraid of making mistakes and continue to enhance their knowledge. Other managers are hiding in areas that they feel comfortable, indulging in skills that they used to cultivate, and not really stepping into new roles as managers.

People are often promoted not because of any skill they display as a manager, but because of their exceptional ability to act as an individual contributor. As a result, many new managers are still doing what they have done well - and they are useless in their new jobs. For some people, this is indeed a great challenge, because what has been created for their success must now be put down. Now what they need to do as a manager is completely new, and they must return to their starting point to become a beginner. "

Initial achievement

Returning to the beginner must be uncomfortable for the manager. Therefore, it is suggested that the new manager should say goodbye to the past and lay down a good sense of self. This may be particularly difficult, especially when new managers are trying to build prestige among their former colleagues. There must be a sense of discomfort. They know very well that they do not know what to do, and they know that the underlings who report to themselves now know that they do not know what to do. To help new managers improve their abilities, managers need to identify a successful first. This success is not their ability to rely on past individual contributors, but the skills they need to manage their new roles at present. Finding such success in the first six to eight weeks will help new managers build self-confidence and win the trust and respect of their employees.

Learn to ask for help.

The new manager is also looking for a mentor. A mentor is not your boss, but your colleague. He has considerable work experience in management positions, or you can find someone who shares the same rank with your boss, something you know or share with him. The goal of the new manager is to find someone who can help him understand the situation in the organization. Any manager's job is to make the best contribution to the organization, shareholders and employees. Find someone who can help you. Have lunch with them, have coffee with them, ask them some questions, and listen to their answers. After all, this job is no longer your own affair.

Through these three measures, we believe that we can help managers perform their duties more smoothly, and concentrate on helping employees accomplish their business goals more effectively.