{ "media_type": "text", "post_content": "I am starting a new role with a new company and will have 6 direct reports. Although I have managed teams before in a consulting project setting, this will be the first time in industry. Any recommendations on how to sharpen my management skills (books, blogs, etc). Particularly looking at how to delegate effectively and practical examples on how to run day to day.", "post_id": "5f62cbbdeb9c81001c1fb7fa", "reply_count": 6, "vote_count": 3, "bowl_id": "552d1d24dc1c586b09d2d051", "bowl_name": "Consulting" }

I am starting a new role with a new company and will have 6 direct reports. Although I have managed teams before in a consulting project setting, this will be the first time in industry. Any recommendations on how to sharpen my management skills (books, blogs, etc). Particularly looking at how to delegate effectively and practical examples on how to run day to day.

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1. Understand your own role 2. Understand the role of every team member 3. Understand their skill set 4. Understand their goals and what motivates them - this can take time, but you can start with what they tell you. Then, you observe over time. 5. Assign work based on their role, their skill set and their goals. 6. Adjust as needed. Provide feedback along the way

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Manager from industry who came to consulting here. Don’t need a book. Just act with patience, use empathy, and rely on their expertise. Spend the first 3-6 months listening and observing. Deal with critical issues if they arise, but other than that sit back. Learn from your new team: who they are, how they work, what their team culture is. Then once you’ve invested time with them, start to make your mark. Then they might feel like any recommendations you make will be based on fact rather than opinion. Simply put, walk through the door and sit at the table; don’t kick the door in and flip the table over your first 30 days. Lastly, stop saying things like well at my last company now. They will hate that. I did this when I got to Deloitte, and an analyst asked me, rightfully so, “you talk about your old company a lot, and how they did everything right, so why did you leave there?”

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Nice to virtually meet you. I agree. If you work with unions or most white collar workforce in industry, you’d be in grievance or hr complaint city if you managed like we do in consulting. Oddly, consulting management would work OK with blue collar workers though, mostly Bc they are the least entitled and just want to punch in, work, punch out and go home.

I love people who care about their management style - so many don’t😂. I loved crucial conversations - great book, was recommended to me early on in my career. I also think Harvard Business Review is good for management- their podcasts are also great (dear HBR). I’d suggest running daily meetings (in light of covid), & getting a good, regular cadence with each person. Use that time to hear from them, have them set goals, etc. Lastly, if you’re inheriting the team, don’t come out guns blazing. Absorb for the first few weeks if you can so they aren’t threatened or anxious about changes.

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Here for the comments (sorry I can’t help!)

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