Some Advice for New Managers

Congratulations! You have just been promoted to manager—all the long hours have paid off. Well done! Now what?

In most organizations, people get promoted into management positions because they are good engineers or sales people or accountants. Then, they are left to their own devices to learn management “on the job” with little or no support, tools, or training. They are expected to learn a whole new competency on their own! That’s  pretty crazy when you consider the affect that quality of management has on an organization’s success.

Management responsibilities typically include:

1. Allocating Resources
2. Subject Matter Expertise
3. Task Management
4. Setting Goals
5. Reviewing and Improving Performance
6. Leadership
7. Talent Strategy

In order to reach management level, you have most likely shown that you are well-capable of the first three on the list. The other four are the game changers. These factors are the difference between an average manager and a great one—and the difference between an average organization and an exceptional one.

It’s not possible to cover these topics in a single article in any meaningful way, so I am just going to point out that the value of getting them right is HUGE. Organizations that have a system in place for goal setting, performance reviews, leadership, and talent strategy outperform organizations that don’t by a massive margin. In their book, The Differentiated Workforce, Becker, Huselid, and Beatty calculate that organizations with what they call a “High Performance Work System” in place earn, on average, $90,586 greater revenue per employee than organizations that don’t. There are very few other things you can do in your organization to create that kind of value.






Denis Coleman

Denis Coleman is the founder and CEO of Work Compass, a cloud staff performance collaboration software platform that helps teams align their efforts with strategic goals and continuously improve performance. Frustrated with the disconnect between strategy setting and day to day execution and the lack of tools available to managers to help them be great at their most important function …. Aligning their teams activities with strategic goals and actively managing for high performance Denis spent over 5 years researching strategy execution and performance management practices before founding Work Compass to create a software solution. Denis has held senior roles in Ireland, Czech Republic and North America with high performing electronics manufacturing and professional services organisations for more than 12 years. Denis has worked as Finance Director responsible for €800 million in annual revenues for Flextronics International, Key Account Manager responsible for annual revenues of more than €600 million for Dovatron International and Management Consultant for BDO one of Europe’s most successful professional services providers.

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