How to transition from ordinary employees to management positions

It may seem like a short step from ordinary employee to qualified manager, but if the new manager does not recognize the change in his or her role, it is difficult to play the role of leading the team to success. So how can companies help new executives shed old mindsets and make the transition to management?

The transition from managing self to managing others

From an ordinary employee to a management position, the transition from managing oneself to managing others is the first level of leadership transformation, and it is also the leap of leadership in the workplace.

But in fact, the meaning behind this leadership leap is different. To put it bluntly, it is a change from an employee pursuing individual success to pursuing the success of the entire organization, which is a basic requirement for managers.

When employees are managers of departments, it is not just about individual performance, but whether the performance of the entire organization is good enough.

When employees are promoted, the focus of management is bound to change. Employees need to re-evaluate their time allocation based on their priorities, think about what work is more conducive to the success of the organization, and focus on breakthroughs. But in this process, it is more important to cultivate the big picture, develop sustainable customer relationships and nurture the market, rather than focusing on a specific project. This is a change in thinking, but it also requires employees to adjust their actions.

How to move from employee to management?

A soldier who doesn't want to be a general isn't a good soldier! Employees who don't want to be leaders are not good employees!

In an enterprise, there is a big difference between management and ordinary employees. In addition to differences in skills and responsibilities, there are also differences in thinking, abilities and attitudes between management and ordinary employees.

Macro vision and global thinking:

The management has a broader macro vision and global thinking ability, and can comprehensively consider the overall interests and development direction of the company, and make long-term planning and decisions. On the contrary, ordinary employees focus more on specific tasks and work processes, lacking macro vision and global thinking.

Innovation and creativity:

Management needs to be innovative and creative, able to identify and seize business opportunities, lead the team to innovate and create new value. Ordinary employees are usually required to follow established processes and methods to complete daily work tasks.

Complex problem handling and decision making:

Management needs to have the ability to deal with complex problems and make decisions, to consider and balance various factors, and to guide the team to achieve goals. In contrast, ordinary employees do not need to have the ability to deal with complex problems and make decisions, but only need to complete fixed tasks and work according to prescribed procedures.

Business acumen and market insight:

The management needs to have higher business sensitivity and market insight, be able to understand business trends and market changes, make timely adjustments and decisions, and be more competitive in the market. The average employee does not need to have business acumen and market insight, only the required job skills and expertise.

How to be a good team manager

1. Good communication skills. In order to understand the interaction of employees within the organization and listen to the voice of employees, a manager needs to have good communication skills, and it is important to "listen well".

2. Have the ability to coordinate. Managers should be keenly aware of the emotions of subordinates, and establish channels for dredging and catharsis, and do not wait until the opposition deepens and contradictions expand before they are eager to deal with and resolve

3, planning and integration ability. The planning ability of managers is not focused on short-term strategic planning, but on the formulation of long-term plans.

4, decision-making and execution ability. In the democratic era, although there are many things that are appropriate for collective decision-making, managers still have to make independent decisions, including delegating work, coordinating manpower, resolving employee disputes, and so on, which often test the decision-making ability of managers.

5. Have training ability. Managers must desire to have a strong working team, therefore, training outstanding talents, has become an important task for managers.

6, have the ability to control. "A leader doesn't build a business, but he builds an organization to build a business." A prerequisite for a manager is the ability to build a team in order to further build the enterprise. But no matter how complex and varied the role of a manager, earning the trust of employees is the first requirement.

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