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New to management? Taking a leap from team member to team leader?
As a new manager, making the transition from team member to team leader, can sometimes feel exciting and overwhelming at the same time. You may be thinking, how do I encourage engagement and motivation in my team? Will I be a good manager, role model and mentor? How do I establish trust and respect from my team and colleagues across the business? Will I still be able to work as flexibly now I need to ‘keep an eye’ on my staff?
Acas has recently published new guidance on managing people and there is an interactive online learning module which explores some of the common issues that managers face, including; making the transition from team member to line manager; understanding the role of a manager; motivating a team; giving feedback and handling those sometimes tricky conversations. A few tips are listed below:
Tips to help a manager build good team-working relationships include:
- Be as open as possible with team members and trust them to do what is expected of them
- Get to know each team member and take the time to listen to their concerns and ideas
- Understand employment rights
- Deal with concerns and potential disciplinary matters promptly
- Set objectives with clear outcomes
- Communicate clearly and honestly, and hold regular team meetings
- Listen to the ideas of team members on how best to achieve goals
- Treat all team members as you would want to be treated yourself
- Promote training and development opportunities to keep team members interested and motivated
- Give credit where due and highlight successes
As skills requirements are changing with advances in technology different working patterns are required. Work force productivity and engagement is consistently being analysed and measured; the pressures of new line managers are different today than 10-15 years ago.
Often a new line manager is worried about the productivity of their staff, but also want to provide support to motivate their team member to do a good job. Striking a balance is not easy. Trialling different working patterns in a team, could be a useful step forward and potentially reduce team absence. As Victoria Lambert, from The Telegraph states “We work well when we are well for work”.
Well-being at work is well documented. Improving employee health and well-being can have a positive impact on a business’s finances as well as increasing productivity and engagement in the workplace. The UK still lags behind the other G7 nations and given the last measurement by the ONS, Britain’s productivity gap with other G7 nations has widened to its largest since estimates began in 1991.
Acas has developed a free productivity self - diagnosis questionnaire, helping businesses identify gaps in their productivity and gives guidance on how best to address them.
The way workplaces are organised, the part played by managers and leaders, and the role and involvement of employees can help deliver better outcomes for individuals, organisations and the economy.
About the author
Roz Hands is Senior Stakeholder Manager at Acas. Having worked in a broad range of communication roles internationally and within the UK, from corporate, digital, media and more recently stakeholder relationship management, Roz is passionate about development and learning from different situations, people and trying new things – even if you fail. And then climbing back up again.