You accepted the position, but did you ask why this appointment was necessary? Why the position became available is one of the most important questions to be asked, especially if you’re replacing a manager who has not met expectations. The manager who appointed you will not be willing to go into extensive detail. So learn what you can but don’t press the issue too far.
Vacancies generally arise from one of three circumstances: the current manager is promoted, the current manager does not meet the requirements, or a new group is being organized. Major organizational restructurings do occur but are beyond the scope of these guidelines for the new manager. You will face only moderate difficulties in making the transition from specialist to manager if the current manager either receives a promotion or is transferred to a comparable position to gain new experience. Under these circumstances you can probably assume that the group was generally well managed and no major undiscovered issues will arise—with an emphasis on major undiscovered issues. Although there will be less effort required to learn the inner workings of the group, you’ll face the problems generally associated with making a transition. Eventually you’ll put your own signature on the group’s direction and focus.
If the current manager is being replaced because of poor performance, your transition could be more difficult. How you respond depends on the particular set of problems. Do they relate to morale, lack of professional competence, the wrong mix of skills, or just prior ineffective management? You’ll also need to have an understanding of the expectations of the group you have inherited. Does your manager now have the courage to create change or does he or she prefer to work around the periphery, talking about needed change but not really supporting it. Changing how the group you inherited operates may be difficult if your manager chooses to be overly cautious and becomes concerned about upsetting too many people. You need to learn very quickly that people will resist even minor changes but implementing the necessary changes is part of your leadership function. You’ll need to find a way to implement the changes that you and your organization consider essential.
If you’re appointed as manager of a new group you’ll have an opportunity to grow into the position more easily. You may have an opportunity to select some of your staff, establish the direction, and define the scope of the work. A new group with a specific purpose and objectives does not usually begin with a large staff. You’ll find that new groups emerge and grow after small results begin showing promise. Your challenges lie ahead of you and how you respond will determine your success. You can expect some verbal flack because you’ll probably be encroaching on other protected territory. Once positive results become apparent the opposition will jump on the bandwagon and make claim of their support from day one. Don’t waste any time protesting; it’s part of the price you pay for pursuing a leading-edge effort. Unfortunately too many young managers refuse such appointments because of the unknowns. In most cases they would be charting new directions and plowing new ground. It takes a person who is comfortable with taking risks and living with uncertainties to give birth to a new idea.
As a newly appointed manager you also need to have an understanding with your manager about the following issues:
- Purpose of the group
- Expectations for the group
- Competencies within the group
- Interaction with other organizational subunits
- Specific areas of responsibility and accountability
- Subunit’s annual budget
- Manager’s general philosophy of operation
- Communication protocols with your manager and other subunits
- Education and training programs available
- Your limits of authority
Some of these answers will be available as a result of discussions with your manager but others may surface on that Monday morning when you begin a career as manager.