New Managers Expected
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http://www.easytraining.com/midmanager.htm

Press Release:

New Managers and Supervisors Face Impossible Challenges, such as Being Expected to Motivate Employees as Soon as They Take Over

What executives seek most on the internet and in print material are tips and guidelines on how to motivate employees. Although they realize that employee motivation is the most complex subject, they unreasonably expect newly hired managers and supervisors to accomplish this as soon as hired, which proves to be quite a dilemma. These new hires (mid-managers) themselves need guidance and assistance from upper management.

(PRWEB) December 31 2003--Business owners and general managers know that without a motivated team they lose business and customers. They also witness a lowering of performance, quality and service levels, combined with an increase in tangible and intangible costs which could have been avoided: costs associated with accidents due to negligence, equipment repair and replacement, lawsuits from customers and other entities, labour disputes, higher staffing levels, supervisory and employee turnover with all the costs this entails, such as retraining, additional expenses to correct the company’s image, retain customers and attract new ones by means of advertising, coupons, rebates and refunds, and a whole host of costs which should never have arisen.

What is quite amazing is that, although they are fully aware of all the losses and costs resulting from lack of motivation, many are unwilling to invest time, effort and money to actually create a motivational work environment.

Reading on the subject, attending seminars, and wishing are not enough. Careful planning and pro-active steps are required “before” a downfall. If the downfall has already occurred, double, and even triple effort and investment may reverse the situation.

Motivating employees is a strategy which requires long-term planning to affect the overall work environment, and implementation must be continuous.

Companies hire department heads with the appropriate education, background, experience and (mainly) technical or industry qualifications. Or they hire people right out of college, who did some internships. Sometimes they promote from within, moving a well-performing assistant department head.

For some reason, those who hire new managers and supervisors expect them to succeed immediately as leaders who will know how to create a motivated team who, in turn, will deliver the expected performance. In a worst case scenario, they actually expect the new hires to correct an existing bad situation (which upper management itself could not solve!).

This is a great deal of responsibility placed on the shoulders of a new manager or supervisor.

New managers themselves still need to orient themselves on the company, absorb (understand) the operation, learn and “feel” its culture, acquaint themselves with their employees and discover what makes them “tick”, analyze their department from all aspects, assert their leadership role, get themselves and their authority accepted by employees, devise tentative plans to improve the situation and business aspects, and become accepted as a respected member of the management team. Quite often, the subject of people management and leadership is totally new to them.

They themselves feel insecure at this initial stage and need help and assistance to overcome their new challenges. Employees often reject new authority. They do their best to make life difficult for new managers and supervisors, or they just do not react, going about their duties, ignoring the change in management. They work in silence and do not communicate. They do not warn of pitfalls and past failed attempts. If they see a new manager or supervisor forge ahead in a wrong direction, they gleefully wait for him (or her) to fall flat on the face. Some even boycott the efforts of the new manager.

Despite their busy schedule, business people and general managers should realize the precarious situation newly hired managers and supervisors find themselves in. They can dedicate some time to converse and listen to these new hires, ask for feedback, offer and even assure them of assistance, and, most of all, communicate to them a feeling of trust and safety.

Usually new hires would not dare admit to needing guidance in the matter of people management, nor would they admit to being sabotaged by assistants and employees. They consider such revelations as an admittance of personal failure, due to impact their own job security. It is up to upper-level managers and business owners to create a genuine open and collaborative atmosphere, in which such troublesome issues could be discussed. When new hires feel the need for management coaching and training they never ask for it. If offered, they would hesitate to accept it, not yet knowing whether this would show a sign of weakness.

In the matter of employee motivation, it is these mid-managers who need management’s full attention and assistance. They are the key to the motivation and successful performance of their departments.

Due to the many demands business people and higher-level managers have on their time, successful companies hire outside consultants and coaches to help newly hired (or promoted) managers and supervisors succeed. Some organizations do not, resulting in under-developed, non-performing mid-managers (and operations). Small business owners also do not.     Those who do not take time to face the needs of their mid-managers often invest in other areas to counter-effect business loss: they spend on new decor, new sales campaigns and rebates and enter an ever-ending cycle of having to make constant efforts to market and advertise their business.

If training and people development were universally labeled as part and parcel of “product research and development” we would have seen an upsurge in operational and organizational performance. Business people and managers who think in this context lead their companies to success beyond their dreams. Instead of constantly searching for “the right magic key” to employee motivation, they would spend their time creating new ventures, with the help of the people they nurtured.


Copyright © 2003 Claire Belilos

Reprints for commercial purposes are not allowed. For special permission, contact Claire Belilos through
http://www.easytraining.com/contact.htm

Claire Belilos, owner of CHIC Hospitality Consulting Services, specializes in people management, employee motivation, training, and hospitality operations. Her articles on employee motivation, based on actual experience, have proven to be of practical value to managers, business owners, and students. They can be accessed at:

Understanding Employee Drives and Motivations
http://www.easytraining.com/motivation.htm

Cross Training as a Motivational and Problem-Solving Technique
http://www.easytraining.com/crosstrain.htm

The Eternal Question: How Can I Motivate My Employees?
http://www.easytraining.com/howto.htm

Beyond Training: Achieving Results by Focusing on the Human Factor
http://www.easytraining.com/beyond.htm

Conducting Effective Employee Orientations
http://www.easytraining.com/orientation.htm

She is putting together a step-by-step guide on employee motivation, where you can list yourself at
http://www.easytraining.com/motivationbooklist.htm

To ease communications and receive priority attention, please provide full details when contacting, as required in the contact form at
http://www.easytraining.com/contact.htm

CHIC Hospitality Consulting, founded in 1992, is a boutique-style consulting which provides the “best fit”solutions and training, based on the needs of the organization.

Home Page:
http://www.easytraining.com

###


Claire Belilos, CHIC Hospitality Consulting Services, Home page: http://www.easytraining.com specializes in Hospitality, human resources strategies, organizational training and development, Customer Service and problem-solving. Workshops offered: "Quality Service" and "The Design and Delivery of Training". Evaluations, policies, manuals, job, and training tools are customized to fit the specific needs of an organization.  

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