Only 5% of managers feel ready to do their jobs when they start. Think about it. Next time you see your doctor or dentist, do you want to take a chance that they are the 1 in 20 ready to do their particular job on you? This series will focus on this unique and quietly powerful group of new and front-line managers (NFL-M) with tips on how to improve your skills as a manager and to train and support other managers.
There is significant power in developing this group as more than 50% of employees quit their jobs because of their immediate manager. The first step in developing a manager? Their desire to learn. Without a manager’s openness to feedback and acceptance of the continual need to grow, even the best trainers cannot help.
I once had a great employee—one of those natural-born leaders. He was an individual contributor at the time, but I could see more. With a little time and development, he could have moved up, but instead he let his attitude guide him. Eventually, it led him right out the door. It was hard for me to watch him ignore good advice (my own, as well as others’); to see him let emotion—not logic—guide him. I realized then that you only help those who want to help themselves become managers and leaders. Why don’t we help each other become better leaders this year? Let’s get started.
Have a manager horror story you want to share that was key to developing who you are or what you believe now as a leader? E-mail me at: ashley@squarepegsolutions.org. For more information, visit: http://squarepegsolutions.org/
