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Executive Leaders: Tips For New Directors & Managers
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Executive Leaders: Tips For New Directors & Managers - Executive Leadership Articles

Executive Leaders: Tips For New Directors & Managers

Executive Leadership Articles

Executive Leaders: Tips For New Directors & Managers

Supervising a team of employees can be challenging for Executive Leaders who are new to management. If you are an Executive Leader transitioning from a mid-level position to a director-level position, you may feel daunted by the additional responsibilities and the differences in leading your team as a director instead of a manager. If you are shifting into a managerial role, you may find it challenging adjusting to a workload that includes overseeing other people’s duties in addition to managing your own.

Regardless of your situation, as an Executive Leader you must learn to rise to the occasion, and the tips below can help you navigate through the world of management:

For new managers, one of the most difficult aspects of the position is being responsible for other employees’ workloads. Instead of being held accountable for only your own performance, you suddenly find yourself in charge of both assigning tasks to one or more employees that report to you as well as ensuring that they submit their work on schedule. In addition to juggling the logistics involved in managing multiple employees and ensuring that they not only meet your deadlines but also produce quality work, you are also required to do the same with your own projects—all while supporting one or more directors and sometimes even vice presidents.

One of the most important tips that can help new managers find a balance is delegation. If you find yourself struggling to complete your own work because too much of your day is spent actively managing your employees, then consider whether or not you are delegating enough tasks to them. You may discover that, despite your promotion, you are still functioning as a lower-tier assistant, associate, or coordinator rather than someone in a leadership role. Remember: delegation is key. If you hire the right staff, you should be able to rely upon them to submit quality, timely work; if you find yourself taking on your employees’ work because they prove themselves unable to produce solid work by your deadline, then perhaps it is time to reassess positions and responsibilities.

For new directors, moving from a manager-level position into a director role brings with it fresh challenges, including overseeing a team of managers, each of whom managers his or her own set of employees. In addition to delegation, training and grooming their managers is one of the most important tasks in a director’s job description. Regardless of whether or not you inherit a team of managers or are fortune enough to be given the opportunity to handpick them, you will succeed or fail based on the people around you. Smart directors learn both to provide effective training and also leave their managers alone to do their jobs, thus resisting the dangerous trap that many other directors fall into: micromanagement.

If you are fortunate enough to have the freedom to create the structure of your department, be sure to set it up with these two things in mind: 1. directors should oversee managers, who should oversee entry-level and mid-level employees; and 2. a director is responsible for ensuring that the entire chain functions effectively and smoothly. While you should never have to get involved in the day-to-day workload of entry-level employees (that is your managers’ responsibility), you are ultimately accountable to your superiors for whether or not your team is functioning well as a whole.

 

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