If a young new manager joins and organization and works with a team of experienced employees how does he prove to be a good leader. As people tend to revolt to new changes
From India, Pune
2From India, Pune
Dear Mr. Savvio,
Manager is a position; which need not be necessarily observed by the age factor who possess it. Although one should definitely know how to demonstrate in being comfortable with the delegation and most importantly should persuade the colleagues/ fellow members work methods and difficulties in order to ensure that they do not feel the incertainity.
Experienced team members -- a Wow; if the manager communicates effectively to the members to identify the process then he is said to be justified. A YOUNG MANAGER -- swiftly listens & provides any solution which impedes the work flow. Young people are always committed to the new changes within or out of team to encourage and support the well-being of the entire realm.
From India, Visakhapatnam
Manager is a position; which need not be necessarily observed by the age factor who possess it. Although one should definitely know how to demonstrate in being comfortable with the delegation and most importantly should persuade the colleagues/ fellow members work methods and difficulties in order to ensure that they do not feel the incertainity.
Experienced team members -- a Wow; if the manager communicates effectively to the members to identify the process then he is said to be justified. A YOUNG MANAGER -- swiftly listens & provides any solution which impedes the work flow. Young people are always committed to the new changes within or out of team to encourage and support the well-being of the entire realm.
From India, Visakhapatnam
Sharmila has provided advice from an individual (the manager) perspective and effort. On the other hand, the organisation must also have in place solid policy, procedures and programs to aid this new manager to succee in his new role.
Autumn Jane
From Singapore, Singapore
Autumn Jane
From Singapore, Singapore
You have found wonderful suggestions from Sharmila and Autumn. Please take this chance to learn all what you can, from these experienced team members .
As a Manager you have to deliver on their growth expectations. You will soon identify what best can you bring to whom. Respect everyone in full and offer them highest level of opportunity to perform.
You will have pressure situations where they might cross the line , for their age and experience. Choose to see the merit in their words and then set the process right. They will respect you and look up to you , for this maturity in you. Remain supportive, but firm to their deliverables.
You already have a promise of potential more than them. This is only how you have been promoted to the level. Now take yourself higher , by managing people ahead of you, yet reporting to you. Wish you all the best !
From India, Mumbai
As a Manager you have to deliver on their growth expectations. You will soon identify what best can you bring to whom. Respect everyone in full and offer them highest level of opportunity to perform.
You will have pressure situations where they might cross the line , for their age and experience. Choose to see the merit in their words and then set the process right. They will respect you and look up to you , for this maturity in you. Remain supportive, but firm to their deliverables.
You already have a promise of potential more than them. This is only how you have been promoted to the level. Now take yourself higher , by managing people ahead of you, yet reporting to you. Wish you all the best !
From India, Mumbai
Dear Savvio,
Others have given you sound advice; hence, let me ask a few questions. Is this a hypothetical question? If not, could you kindly give more information about the scenario. For example, what is the nature of the industry? What qualifications and experience does the young manager have and how many experienced employees has (s)he to manage?
More the information that you can provide, more precise will be the responses.
From United Kingdom
Others have given you sound advice; hence, let me ask a few questions. Is this a hypothetical question? If not, could you kindly give more information about the scenario. For example, what is the nature of the industry? What qualifications and experience does the young manager have and how many experienced employees has (s)he to manage?
More the information that you can provide, more precise will be the responses.
From United Kingdom
It purely depends upon the young manager's PEOPLE MANAGEMENT SKILLS that includes, EXCELLENT LEADERSHIP SKILLS, SUPERVISOR SKILLS, EMOTIONAL INTELLIGENCE, DELEGATION SKILLS DECISION MAKING SKILL, PROBLEM SOLVING/CONFLICT MANAGEMENT SKILLS, COMMUNICATION SKILLS, INTERPERSONAL SKILLS, BODY LANGUAGE, PRESENTATION SKILLS & LISTENING SKILLS but not just limiting to MANAGING SKILLS.
Also, you may consider these as COMPETENCIES. There are ton's of examples wherein managers were not having Technical knowledge, but still had many succeeded by utilzing their functional skills and daring attitude(risk taking tendency) to excel in their career.
It is a human tendency that humans tend to revolt to new changes, its because of their EGO, NON-FLEXIBLE NATURE/ATTITUDE. A competent Manager must know how to deal with such revolting employees else he/she may have to taste defeat.
Its not an easy task to explain everything in writing as every human is unique and for sure his modus operandi will also be unique.
With profound regards
From India, Chennai
Also, you may consider these as COMPETENCIES. There are ton's of examples wherein managers were not having Technical knowledge, but still had many succeeded by utilzing their functional skills and daring attitude(risk taking tendency) to excel in their career.
It is a human tendency that humans tend to revolt to new changes, its because of their EGO, NON-FLEXIBLE NATURE/ATTITUDE. A competent Manager must know how to deal with such revolting employees else he/she may have to taste defeat.
Its not an easy task to explain everything in writing as every human is unique and for sure his modus operandi will also be unique.
With profound regards
From India, Chennai
Every situational problem should be divided to its parts and solved individually. Lets say a stack of cards you created is about to fall - you find the spot where its weak and strengthen that. In this situation you find the person who is the most vocal and convert him - you do that by showing respect and trying to understand his/her concerns. Stick like glue with this person and never loose an opportunity to be nice to them.
Regards,
Sid
From India, Gurgaon
Regards,
Sid
From India, Gurgaon
Hello,
The language at any work place should be "superiority" and "competence" and not just of "seniority".
When a young person is being asked to lead a team of those senior in age to him, the organization must doubly ensure that the "competence" of the young person justified his being placed as a Team Leader of this team and nothing else. If this is settled, then the questions will concern, possession by the young Leader, of skills in managing people senior to him in age. He cannot be "soft" to them nor be "harsh" without any justifiable reasons. His attitudes will significantly contribute to his success or failure with such a group. Simply put, such a young leader do well to develop expertise in areas like:
1) Reason ahead of emotions but emotions must get due consideration when the situation demands and to be able to identify such moments/situation would be a tremendous advantage in handling such teams.
2) Patience to take in all the views and opinions before reacting or even responding.
3) Receptivity to new/different ideas and willingness to change. A leader should not be expected to ALWAYS right but he should be noble enough to instantly assign credit where and when it is due!
4) He must demonstrate that the organizational perspectives/interests are supreme and deserve priority consideration of all view points including his own if necessary!
5) Interpersonal Relationship Skills and effective communication along with an inclusive and supportive approach will build cohesion in the team faster than anything!
One could offer more tips but at the present stage I suppose these should adequate but culturally often a serious confusion is experienced in that "seniority" is more important than "superiority" and one should guard against such convictions and develop strategies as discussed above!
Regards
samvedan
January 26, 2013
--------------------------
From India, Pune
The language at any work place should be "superiority" and "competence" and not just of "seniority".
When a young person is being asked to lead a team of those senior in age to him, the organization must doubly ensure that the "competence" of the young person justified his being placed as a Team Leader of this team and nothing else. If this is settled, then the questions will concern, possession by the young Leader, of skills in managing people senior to him in age. He cannot be "soft" to them nor be "harsh" without any justifiable reasons. His attitudes will significantly contribute to his success or failure with such a group. Simply put, such a young leader do well to develop expertise in areas like:
1) Reason ahead of emotions but emotions must get due consideration when the situation demands and to be able to identify such moments/situation would be a tremendous advantage in handling such teams.
2) Patience to take in all the views and opinions before reacting or even responding.
3) Receptivity to new/different ideas and willingness to change. A leader should not be expected to ALWAYS right but he should be noble enough to instantly assign credit where and when it is due!
4) He must demonstrate that the organizational perspectives/interests are supreme and deserve priority consideration of all view points including his own if necessary!
5) Interpersonal Relationship Skills and effective communication along with an inclusive and supportive approach will build cohesion in the team faster than anything!
One could offer more tips but at the present stage I suppose these should adequate but culturally often a serious confusion is experienced in that "seniority" is more important than "superiority" and one should guard against such convictions and develop strategies as discussed above!
Regards
samvedan
January 26, 2013
--------------------------
From India, Pune
To become a good leader as a young manager, you ought to be a good listener & a willing learner. An attempt to learn from the experience of your subordinates will make you earn their respect. How much respect you exhibit towards your own boss will be another factor that will increase your acceptability as a leader.
A 'Leader' is essentially an individual whom all others like to willingly follow. This requires a lot of sacrifice, more so of one's ego, sometimes to the extent that you even forget (while working with your team) that you are a manager. Let others feel that you are a shade superior to them in your behavior & mannerism, and never do things to singularly benefit yourself. A leader is always firm yet polite, always approachable, always helpful, always smiling and who never tells his team members, "I have no time". A true leader is professionally knowledgeable, intellectually sharp, socially amenable and the one who searches for only good in others. You can't criticize others, yet dream of leading them successfully.
Savvio, true leadership is very little of what you read in the books. My own experience makes me quote:
"Heights by great men reached and kept,
were not attained by sudden flight;
They, while their companions slept,
were toiling upwards in the night"
From India, Delhi
A 'Leader' is essentially an individual whom all others like to willingly follow. This requires a lot of sacrifice, more so of one's ego, sometimes to the extent that you even forget (while working with your team) that you are a manager. Let others feel that you are a shade superior to them in your behavior & mannerism, and never do things to singularly benefit yourself. A leader is always firm yet polite, always approachable, always helpful, always smiling and who never tells his team members, "I have no time". A true leader is professionally knowledgeable, intellectually sharp, socially amenable and the one who searches for only good in others. You can't criticize others, yet dream of leading them successfully.
Savvio, true leadership is very little of what you read in the books. My own experience makes me quote:
"Heights by great men reached and kept,
were not attained by sudden flight;
They, while their companions slept,
were toiling upwards in the night"
From India, Delhi
Dear Savvio
Already many people have given adequate response to your query. In precise, the Manager is not a person only to be considered by age but it should be considered by his ability to control the people, execute the task and deliver the results. Even though the age and experience gives advantage of interpersonal skills / soft skills to handle any situation, the experience only cannot be considered for holding the Manager Post. The qualification, controlling power, result orientation, Man Management, execution skills, empathy towards other sub ordinates, etc., also must be considered while selecting the Manager, instead of considering only age and experience.
From India, Kumbakonam
Already many people have given adequate response to your query. In precise, the Manager is not a person only to be considered by age but it should be considered by his ability to control the people, execute the task and deliver the results. Even though the age and experience gives advantage of interpersonal skills / soft skills to handle any situation, the experience only cannot be considered for holding the Manager Post. The qualification, controlling power, result orientation, Man Management, execution skills, empathy towards other sub ordinates, etc., also must be considered while selecting the Manager, instead of considering only age and experience.
From India, Kumbakonam
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