How Will You Continue to Support Them in the Role?
Once your new manager is in the role, you need to continually invest in development and feedback mechanisms about how they’re doing as a leader.
I’ve seen plenty of examples where people are managing the way that they were managed, which could be five, 10, 15, 20 years ago. But the workplace is changing at a rapid pace. We now have five generations in the workplace at the same time. What may have been considered good management five, 10 or 15 years ago, may now be completely antiquated and not motivate your teams at all.
This is why you need continual development. Employees are looking for a two-way relationship. They want to be accepted as adults and accepted as humans in the workplace. They want leaders who understand that they are self-motivated, but they need to feel valued, trusted, listened to, appreciated and that they belong.
We know from research from Gallup, that managers can impact up to 70% of the variance in employee engagement scores. In other words, people don’t leave their jobs, they leave their managers.
‘people don’t leave their jobs, they leave their managers.’
Managers play a vital role in organisations and have a massive impact on workplace culture. If you are going to have managers in your business, you need to make sure that you are investing in their ongoing development.
How Will You Provide Feedback to Your New Manager?
You need a mechanism to establish if your new manager is managing effectively. The best way to do this is by asking for feedback from their staff.
There are a number of ways to do this. One way could be to ask the manager, ‘how do you think you’re doing?’ And the next question is, ‘how do you know?’ This is giving the manager the onus and the empowerment to go and find out by asking for feedback from their staff. Then you can ask them to talk to you about the feedback they’ve been given.
Another way is to have a ‘skip level meeting’, or roundtable with the owner, where the employees have a meeting with a manager one level up. So let’s say that’s you, in this meeting you can ask them questions about the workplace as a whole, but also about their particular leader.
You can also use staff surveys to ask questions about leaders. Whichever way you do it, and you may do it in multiple ways, this is how you know that someone is successful as a manager. They’re not successful due to their technical skills, because leading and managing employees are completely different ball games.
How Will You Make Responsibilities & Accountabilities Clear?
If you’re going to promote someone into a management role, you can’t just change their title and leave the job exactly the same.
It’s very important to have a look at the position description, to look at what their goals and KPIs are over the next 12 months, and to ask:
- If your role is now a manager, what does this look like?
- What’s the difference?
- What are the things in your current role that need to be delegated appropriately?
- What are the new things that you’re now taking on?
- What is the new line between you and the new manager (if you’re their manager)?
- What are our roles and responsibilities and accountabilities, and where are the new lines?
It can be really difficult when you’re promoting someone internally into a management role to have the staff accept what’s happening. They’re may fall back onto old ways and keep going to whoever they used to report to.
Sometimes you may even need to say to the employees, ‘you need to talk to your manager, because it’s not fair on them if I keep answering your questions and they are left out of the loop’. Sometimes that can help people to understand the new organisational structure in place.