Book Review

                     Quick Help For New Managers   

 

I recently read Nick McCormick’s book “Lead Well and Prosper (15 Successful Strategies for Becoming a Good Manager)”. I knocked this one out while on a flight to Oracle Open World.   

 

Companies will promote all manner of individuals within their firm. We've seen this time and time again.  Unfortunately, companies can take a perfectly good Accounts Payable clerk and mistakenly promote them to Accounts Payable Supervisor.  This can be a mistake because a person who is technically competent in one role may not make them competent as a supervisor. 

 

In walking around hundreds of client firms, I have met Peter Principle (i.e., people who are promoted to their level of incompetence) managers and executives frequently.  Some of these are promoted because of their political savvy while others may rely on their personality or technical skills.  What's missing usually in all of these individuals is a lack of basic understanding and training in what it takes to manage.

 

 

But, no matter how someone becomes part of management, they need some guidance to help them stay there. 

 

 

New managers are often left to fend for themselves.  Their superiors expect them to immediately utilize successful management techniques although training for such has probably never been offered to the new manager.  It is hoped, however, that the new manager will magically (or through the process of osmosis) soak up and internalize a whole new set of skills and capabilities previously never required of them. 

 

Early in my career, I quickly learned how to manage small teams of workers.  These teams ranged from 2-15 workers.  However, one day my boss was promoted and I was suddenly faced with the task of managing 96 people.  Adding to the challenge, I learned that 80 of the 96 did not work for our firm.  In the course of that first year, I focused on deadlines, deliverables and other tangible aspects of the project.  But I soon realized that if I didn't focus on some of the soft side issues of the job, I might not have much of the team left at the end of its 2 1/2 year life cycle.  That day, I re-envisioned what being a manager was all about and I dramatically changed my management style. 

 

New managers need all the help they can get.  While I love deep, intellectually challenging and provocative books on the subject of management, I also recognize that these publications are inappropriate for new managers.  It's that crawl before you walk problem that managers need help with and, unfortunately, too little is written about the new manager. 

 

Nick McCormick's book is a fast read.  It's only 92 pages long and is intended to quickly focus a new manager on the most important aspects of their job.  Whether Nick intended it for new managers or not is unknown to me; however, this book could be valuable to anyone who has recently moved from the trenches and into management. 

 

I have recommended this book for new managers as old managers have already established a style of working with people and may not be willing to change (Can old dogs learn new tricks?).  This book will not help someone who is technically incompetent, bereft of humanity or riddled with psychological inadequacies for a great managerial position.  It is, however, a quick and solid reminder of what managers should be focusing on as they drive, motivate and enhance their team's ability to be personally successful while creating value for their shareholders and customers alike.