How to Thrive—Not Just Survive—as a New Manager, Part 1

Eric Ruderman, MD, rheumatology clinical practice director at Northwestern University Feinberg School of Medicine in Chicago, believes that a new manager needs to recognize that they don’t always have the answers. “Be willing to admit that you may not be able to solve a problem right away, but will find a way to do so,” he says. “This is not a sign of weakness, but a sign that you are receptive to concerns and want to be sure that things are done properly.”

Make it clear that you are making decisions in a well-thought-out manner, for the good of the practice, Dr. Ruderman continues, and that you are not making rash decisions simply because you are now able to. Again, you can achieve this by listening to your employees.

“Make it clear that your goal is to earn their trust, and don’t assume that you have acquired it as part of your new role,” he says.

Dr. Idrees advises using “we” instead of “me” in office verbiage. “Put forth an image of ‘us’ and ‘we,’ rather than ‘me’ or ‘he or she,’” she says. “Always allow everyone to weigh in on decisions, which will help everyone feel united.”

Gaining Respect & Authority from Former Co-Workers

Gina Barnett

When stepping into a new managerial role, you may find yourself managing staff members who were once co-workers. Being open about the change when you adopt a new role is critical, says Gina Barnett, executive communication coach at Barnett International Inc. in New York, and author of Play the Part: Master Body Signals to Connect and Communicate for Business.

“Pretending nothing has changed will not work,” Ms. Barnett says. “Everyone knows that certain channels of communication will now be closed; former styles of relating [to each other] will no longer be appropriate. Being open means articulating and defining your shift in style and expectations rather than assuming everyone will know how to behave or what to expect.”

Ms. Barnett recommends defining your new style—to both yourself and your colleagues. What will you expect? How will you communicate? What kind of communication will you expect from your new reports?

Specifically, Dr. Phelan recommends having a conversation with former co-workers about the change in role and, consequently, the change in your relationship early on.

“The conversation should include a discussion regarding the likelihood of awkward circumstances in which management and employee needs will conflict, such as giving performance evaluations and providing directives. Make it clear that although you’re still interested in hearing what they have to say, you now have the added responsibility of considering the organization’s needs.”