Final Thoughts
Gaining respect and authority from employees does not automatically come with obtaining the title of manager. “Rather, these things are earned through consistent, supportive leadership, not established through any particular statement or action early on,” Ms. Tynan says.
Accomplish this by establishing healthy relationships with subordinates, discussing the change with employees and listening to their responses, and appropriately addressing staff members who may have an issue with you taking over the reins.
Karen Appold is a medical writer in Pennsylvania.
Take Charge Gracefully
By Karen Appold
Don’t let being a new manager go to your head; laying down a bunch of new laws right away can backfire. Instead, ease your way into a new position as you figure out the lay of the land.
“Probably the most important thing you can do as a new leader is not rush to make your mark or make many changes,” says Irum Mona Idrees, MD, BSc, director of rheumatology at AnMed Health in Anderson, S.C. “The change of a new person in charge is a big enough change for a department for the first few months. So your aim should be to keep things status quo—as long as patient care is not compromised. Slowly, get a feel of situations, different personalities and any challenges and then set goals first for yourself and then the department.”
Alan Phelan, PsyD, psychologist and executive coach at Execuwise Leadership and Executive Coaching Consultants in New York, says easing into a managerial role is a process that requires time, allowing it to unfold as it will. “The goal is to get a lay of the land by observing both departmental and interpersonal relationships, while getting to know your employees,” he says.
Admittedly, the primary tasks of a manager are to make decisions and hold employees accountable to the organization’s structure. “But these are best engaged from a position of knowing the context within which one is immersed,” Dr. Phelan continues. “As such, whatever changes a manager wishes to bring about are more likely to be accepted and carried out by their employees.”
Katy Tynan, founder of Liteskip Consulting Group in Boston, advises spending at least one month—potentially longer—depending on the size and scope of the organization, in “learning mode.” During this period, you should have individual meetings with team members, colleagues, supervisors and the organization’s leadership.
“Your goal is to learn as much as you can about the organization, the goals of the individuals on your team and about what has worked in the past and what hasn’t,” she says. “From there, you can form an approach and strategy for how to move forward successfully.”
