Page 51 - HBR's 10 Must Reads for New Managers

WALKER

of the image your rookie is pro- rookie’s work as his career
jecting. advances.
• Let him express his feelings— • Help him focus on the long-
but in your office, behind term, big picture. Ask strategic
closed doors. questions; e.g., “What market-
place trends are you seeing
• Keep him from undermining
his own authority; e.g., by that could affect you in six
months?”
pushing an initiative only
because top management • Request written plans docu-
requested it. Walk through menting strategic goals as
the process of presenting an well as concrete, supporting
initiative persuasively, actions.
ensuring he can own the
message—not just Giving constructive feedback.
deliver it. Most rookies dread correcting
staffers’ inadequate performance.
Focusing on the big picture. Many But avoidance costs managers
rookie managers let fire fighting their credibility.
eclipse strategic initiatives. Fire
fighting feels productive—but it How to help:
doesn’t teach teams to handle
challenges themselves or think • Explain that constructive
strategically. feedback strengthens staffers’
skills.
How to help:
• Role-play giving feedback
• Explain that strategic thinking about behaviors, not
will constitute more of your personalities.

After clarifying how your rookie manager’s role has changed,
you can move on to tactics. Perhaps it goes without saying, but you
should lead by example. You have the responsibility to empower the
rookie who works for you and do what you can to help him over-
come his insecurities about his value to the organization. You can
then assist him in looking for opportunities to empower and engage
his team.
39