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Here at the-Coaching Blog-run by Gerard O’Donovan, our aim is to constantly bring value to those seeking to improve their lives. Therefore we have a policy of publishing articles and materials by guest authors whom we value and appreciate. Today’s guest author is Margo Manning (United Kingdom).
For new and experienced managers, it is a crucial part of their role and success to set goals for themselves, individuals within the team and the team as a whole. Setting goals is not a sporadic task, it is one that should be set and reviewed on a regular basis.
The objective of goal is to bring your team along with you, without the need to drag them along. To do this, you need to understand what your goal is and of course the steps you will take to get there.
In order to take aim it requires an understanding of what you are looking for. Stepping up to a new manager’s role or starting out in a new manager’s role requires a new mind-set.
Part of the mind-set change encompasses taking ownership not just for yourself, but that of your team, driving the team forward rather than being driven, making decisions for yourself and your team, and having a clear understanding of the end goal and the bigger picture.
New managers or those looking to step up into a managerial role can often get caught up in the excitement of the promotion. Once in the role the new manager may hit the ground running, energy levels high, want to get as much done as they possibly can and strike the right chord in order to cement the role. Stop and breathe.
It is better to carry out a few tasks well, than carry out lots at a mediocre or even substandard level. In order to know which of the tasks will have the greatest impact takes time and consideration.
Rule of thumb may be to consider taking a phased approach to goal setting. Consider a goal that will have a quick win for you and the team; a goal that would have long term impact and a goal that may have greater reach, a wider reaching impact. The quick winning goal will show individuals involved that you are hitting the ground running. The longer term goal will show that you are considering the bigger picture and the wider reaching goal will show that you are considering others outside your immediate department and therefore again feeding into the bigger picture.
Your goals and objectives are not the be all and end all, there is also ‘business as usual’. As a manager, you must expand your peripheral vision to ensure that you are keeping an eye on the activities in and around the team. That does not mean that you must be carrying them out yourself, it means that you have an awareness of them. Having this awareness will give you a greater understanding of not only your own, but also that of your team’s workload. This will allow you to set timescales that although they will be challenging, they will be achievable. Again, be great at the specifics and not mediocre at everything.
It is also crucial when stepping up to and in a new managerial role that you understand how your team impacts on the company’s goals and strategy. This can often be achieved by asking your own manager where they see the department’s focus and energy lies. Another consideration to take into account is to ensure that the actions you carry out are in alignment with your own management brand and reputation. Therefore, stopping and breathing and taking the time to choose the goals will benefit you greatly. Although, don’t reflect too long managers must take action.
You have been taking aim, you have set your sights and now you must pull the trigger.
Communication is an important part of any goal setting. Most team members will respond well to understanding their impact and influence on the bigger picture. Sharing your goals with your team and of course your manager is going to set your reputation as someone who thinks through the requirements of the department and the client requirements. It is crucial to ensure that not only do you communicate to your team and all those involved, that you also receive buy-in to your goals.
Without execution, your reputation and brand will be as someone who talks about and never delivers on tasks. Launch your goals, and monitor them frequently to ensure that you are on track, or when you come across a barrier that you are in a position to work around it or even completely change tactics. Reviewing your goals regularly will give you this opportunity.
Goal setting is one of the most important parts of a manager’s role, however, without action it is worthless. Understanding the bigger picture and the impact that your goals (for yourself, your team, your manager and even your clients) will have and evaluating the worthiness of the goal will drive your success.
About Margo Manning
Margo Manning, author of A Step-Up Mindset For New Managers (£14.99 Panoma Press) previously worked in the development arena for over 25 years. In the last 15 years, Margo has delivered talks as one of the UK’s top Leadership and Management Coaches and Facilitators. Margo is the architect of the 3:2 Management Model and subsequent 3:2 Management Development Programme that is delivered and adopted within many businesses, large and small, nationally and internationally. She has worked, and continues to work, with new managers through to senior managers in companies such as Goldman Sachs, Hobart Lovells, Brunswick Group, Tower Hamlets Homes, Aon, Balfour Beatty, Kantar and many more.
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