When an employee is promoted to a new managerial job or hired directly into a new managerial job – perhaps straight from college, the new manager is required to use additional skills to the ones he/she used to rise as a star independent contributor to the company. Many companies and their stars fail to recognize this fact and leave their success to luck and the proverbial “throwing spaghetti at the wall to see if it sticks.” This is bad strategy, as “nearly 60% of frontline managers underperform during their first two years in the seat, driving performance gaps and employee turnover across the entire frontline.”
However, the mindful development and training of new supervisors and managers in people skills, customer focus, and performance management skills leads to “high-performing direct reports” that create value for the customers and a winning, successful business formula.
People Skills in the Beginning
While some level of technical expertise is necessary for supervisory positions – depending on the specific supervisory job – nothing makes up for failure to develop people skills. There are basically two kinds of bosses: good bosses and bad bosses. Good bosses demonstrate clear and consistent patterns of challenge and support. They are neither “softies” nor people who don’t require best efforts. At the same time, good bosses are often credited with providing true encouragement and support that enables high performance.