What changes should you make when you move from employee to manager?

Many people, once promoted to management, find it rather difficult.

When engaged in business, they can rely on their own efforts to achieve good results every month;

But once they step into a management position, they feel at a loss, only know the results, but have no way to achieve the results, and feel a little powerless...

From a macro point of view, this change is not only the change from the managed to the manager's identity, but also the change of management thinking in essence.

Today, let's talk about the common mistakes that new managers make. Do you have any of these problems?

When many people first enter management roles, they tend to wear a pair of "colored glasses".

They think the people they used to work with are average performers, inferior to them in this respect and inferior to them in that respect.

Therefore, they choose to take matters into their own hands, which is the most direct approach for many people. Why does this happen?

Because in the past business, they got results directly, which made them feel a lot of happiness and satisfaction.

When they get results, they think to themselves, "I'm awesome."

Therefore, when they see employees signing contracts inefficiently, they feel that the deal is going to fail. They're worried that their employees won't be able to close the deal.

They will choose to do it themselves, sign the deal first, and then "educate" the employee: "You are stupid, such a simple thing can not be done." This creates two emotions for employees.

One is hit, dare not take the initiative to do business, and cringe when contacting customers;

The second is to create a sense of dependence, the next time they encounter a similar customer, they will refer the problem to the manager to solve, because they trust the manager to solve it.

As soon as they encounter difficulties, they will immediately seek help from their managers. Especially when faced with a rather difficult problem, they will want to turn to their manager for help.

And managers can fall into a state of narcissism and do it themselves to get results, which is a burden for management.

Without managers, teams can't make money.

A competent manager should learn to get results through others.

You are the leader of the team, not their assistant. If you have 10 employees, let everyone do better than you.

When starting out as a supervisor, they may fall into the trap of "I'm too busy to have time."

They take everything on themselves. As more and more things are done, employees are doing less and less, and they feel more and more relaxed.

The scariest thing is, they don't know it, and they think they're good.

Little did they know that it would slowly drag them into the mire. It's easy for them to lose track of their priorities and have everything on their plate.

Because they can solve problems quickly, they can also step up and turn the situation around when it is crucial.

In the short term, there may be some good signs for the team. But in the long run, this is not good for the development of the team. Overdoing it slowly drags them down, as well as the team.

Qualified managers should create an environment that allows employees to grow and develop a growth mindset.

If you have 10 employees, make everyone stronger.

Tyrannical management that seeks only performance and only heroes

When many executives join a new company, it is common for the new people to make three fires. In the face of high expectations from companies, they want to achieve results quickly.

However, this often has the opposite effect.

New executives come in because the company trusts them, they always want to prove themselves, and they are eager to achieve results.

They like to use their power to suppress subordinates and make subordinates follow their orders.

They are leaders, everyone must follow their orders, and they will only use their authority to suppress employees who do not listen.

When employees struggle with performance, they say, "Don't give me so many excuses, I only care about results."

When communicating with superiors, they always blame employees for poor performance, "This month we will do according to the plan, that is, xx employees..."

They will only use performance to measure the level of competence of employees. In the pursuit of "results", they are like a tyrant.

In fact, management that only pursues results without focusing on the process is basically unqualified.

In general, there is no perfect individual, only a perfect team.

A person no matter how good, will encounter the force can not reach the time, really