I’m a relatively new manager, having been promoted less than a year ago. I’d rank myself 7 out of 10 in terms of effectiveness, but I’m learning (on the job).  I’m buried in administrative responsibilities and would like your suggestions in two areas: 1) I am too isolated from my people and not sure of how to handle their issues when they arise, and 2) I have let go of my own career development and the networking that I had always kept a priority. What can I do to get better at this role and to stay linked with the outside world?

Deb's Answer:

Other new managers can thank you for this question, as they’re likely to find themselves juggling some of the same priorities that you’ve identified.

You can best orient to a new leadership role through a combination of on-the-job learning, which it sounds like you’re getting, and also skill development through training and support through coaching, which seem lacking.  Apply the strategies below to facilitate the transition to manager and to invest in your own development: 

Make the rounds. Although strategic issues may conspire to keep you at your desk, schedule time into your daily calendar, even half-hour blocks, to break away and shift your focus to your team. Your role has changed from individual contributor to manager, which by definition, means that much of your success comes from work you accomplish through others. Pulling back from the computer screen and the financial reports to connect with your employees constitutes sound management practice.   To achieve results through your others, you’ll need to build trust and maintain communication with your employees. Carving out a block of time to walk through your work area, check in with people, listen to concerns and observe your team in action will get you out of isolation, as well as give employees a voice.

Reach out to mentors and colleagues. As you’re settling into your new role, use existing company forums to broaden your network. Join an internal affinity group or network; put your hand up for an interdepartmental project or seek out a mentor. Screen carefully for a person or group that is active and yet expects a reasonable time commitment, given the existing demands of your schedule.

Seek training opportunities. Identify at least one course and one conference to participate in annually.  This will address each of your concerns—learning how to better address employee issues and staying connected to the outside world. Select a training program (internal or external to your company) that addresses some aspect of supervision, from resolving conflicts to motivating employees. Also joining a professional association and attending local, regional or national conferences will provide state-of-the industry reports, prominent speakers on relevant issues and endless opportunities for networking beyond your current work environment. 

Establishing a routine with manageable time commitments will allow you to enhance your managerial skills while continuing to develop your career.