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Professional Environments Win

Work Environments Win! | No BS Management Advice

Managers I have worked with will complain about how their teams offer nothing in the way of advice or input as to how to do things better. That’s because the environment wins!

Summary

This is a video that talks to you as a manager about the impact of the environment that you've created. Now, if you're happy with an environment, where you get no input from your people that's worth a damn, or worse, get no suggestions, no advice, no input from them whatsoever about how things could be done better or differently. . . . Your fault, because you've created an environment where they've gotten the message from one another, or from you that this isn't anything worth doing.
I want to be clear, one of the biggest places where it occurs is from one another amongst the staff. Ever hear the phrase "brown nose? Suck up? If those are behaviors or messages that people are getting, then you're never going to get an idea from anyone because they know ostracism starts to take place.
"Harvard Business Review" had an article eight, nine months ago on this subject. And, the truth of the matter is, I put the title of this as, "Environments Win." But it's really the messages that people get from their colleagues about what it's like to stick their head up as a poppy in the field, and what's going to happen to them that, often, is the big difference between success and failure in organizations.
You see, as a manager, the commonplace behavior that you're responsible for is repeatable process. You want people who will do their job and could repeat doing the job again and again. Thus, when there's someone who stands out in some way, often colleagues try to cut that person down to size. They backstab them, they criticize them, they tell stories about them, right? No one defends the person that they're really trying and that they really care.
I know, there was a search firm I was associated with, where, you know, I just didn't understand how they operated. I kept asking questions and the response I basically got was, that's basically how we've done it all. We've done pretty well. Good answer, but not good enough for me because I saw a way that could be done better.
Alternatively, people started, shall we say, shooting bullets at me, and taking shots at me behind my back meetings with managers and ownership. Eventually, I got the message that they didn't care. It didn't matter to them. Doing things the same way, it was good enough, the idea of doing something better wasn't. I learned to shut my mouth. The result was they missed boatloads of opportunities. I've always been out front with a lot of things. I'm not always right, quite obviously, but I'm right, far more than I'm wrong.
So, I'll just simply say if you're not getting advice, if you're not getting input from your people, that's because they've gotten the message in the environment and/or from you that they shouldn't do that. All you care about is repeating the performance and the process that's existed before and that's good enough.

ABOUT JEFF ALTMAN, THE BIG GAME HUNTER

Jeff Altman, The Big Game Hunter is a career and leadership coach who worked as a recruiter for more than 40 years. He is the host of “No BS Job Search Advice Radio,” the #1 podcast in iTunes for job search with more than 1400 episodes and his newest show, “No BS Coaching Advice.” He is a member of The Forbes Coaches Council. “No BS JobSearch Advice Radio” was recently named a Top 10 podcast for job search. JobSearchTV.com was also recently named a Top 10 YouTube channel for job search.

Are you interested in 1:1 coaching, interview coaching, advice about networking more effectively, how to negotiate your offer or leadership coaching? Schedule a free Discovery call.

If you have questions for me, call me through the Magnifi app for iOS (video) or PrestoExperts.com (phone)

JobSearchCoachingHQ.com offers great advice for job hunters—videos, my books and guides to job hunting, podcasts, articles, PLUS a community for you to ask questions of PLUS the ability to ask me questions where I function as your ally with no conflict of interest answering your questions.  

Connect with me on LinkedInLike me on Facebook.

Join and attend my classes on Skillshare. Become a premium member and get 2 months free.

Join Career Angles on Facebook and receive support, ideas and advice in your current career and job.

Business meeting

What Are You The Best At? Do That! | No BS Management Advice


It amazes me to see managers and more senior leaders doing things they are not good at. Why?

ABOUT JEFF ALTMAN, THE BIG GAME HUNTER

No BS Management Advice
No BS Management Advice

Jeff Altman, The Big Game Hunter is a coach who worked in recruiting for what seems like one hundred years. He is the head coach for NoBSCoachingAdvice.com. He is the host of “The No BS Coaching Advice Podcast,” and “No BS Job Search Advice.”

Are you interested in my coaching you? Connect with me on LinkedIn and, once we are connected, message me. If you have questions for me, call me through the Magnifi app for iOS (video) https://thebiggamehunter.us/magnifi or PrestoExperts.com (phone)

Subscribe to the “The No BS Coaching Advice Podcast.” 

If you have questions for me, call me through the Magnifi app for iOS (video) https://thebiggamehunter.us/magnifi or PrestoExperts.com (phone)

Connect with Me on LinkedIn 

For more No BS Coaching Advice, visit my website. www.NoBSCoachingAdvice.com

Join Career Angles on Facebook and receive support, ideas and advice in your current career and job.

It's hard to find good people

It’s Harder to Find Good People to Hire | No BS Management Advice


As I record this, the government is reporting that there are more jobs available than people looking for work. What can you do?

Summary

As I record this in 2019, it is getting harder to hire. Why? The statistics show that from . . . the government is reporting that there are more positions open than people looking for work.
Catch that one More positions are open than people looking for work. Obviously, there's not a one to one correlation. Like, I'm going to offer an extreme statement to make a point. If you're a coal miner looking for a job, the fact that there are 25 Software Developer jobs in your town available doesn't matter. You don't fit the requirements. So there's a disconnect between what firms need and what's available to them.
What can you as a manager start to do to fill your requirements?
One obvious place is talking to your HR organization, about training people who exist within the firm, who want to move up. They may not be a perfect fit right now but if they got trained for a few thousand dollars, or community college courses, or professional courses, they might be suitable with some guidance from you.
Now, remember, when you hire someone, it's not like they're a magic solution. That's because, again, the statistics on that are, within 18 months of a new hire, 48% of hiring managers have buyer's remorse and regret the fact that they hired this person from the outside and the expense of a bad hire becomes phenomenal. You know, the conservative number is to have a bad hire, the direct costs of the failure is 20%. But, when you bring in indirect costs, like interview time, and time spent worrying, and meeting and bringing in people from different departments to evaluate and assess, it's more like 35 or 40%. In other words, if someone's an $80,000, a year person (and I'm just going to do the 40% equivalent; I'm not a math major) but if they fail and leave, that's cost you $32,000. That's expensive.
If it's 30%, it's still $24,000. It's an expensive proposition to lose someone or have them fail.
So, what can you do? Again, I'm back to the idea of there are people internal to your organization, who, instead of you looking at a resume, you're able to look at a track record of success, and start interviewing people internally for roles where they'll be trained.
Now, I'm not talking about taking, you know, again, I want to do something extreme, someone who's never done your kind of work before, and training them in yours, unless it's something entry level that you're trying to fill. What I'm thinking about is something where you might bring on someone where you might train someone and transfer someone who has approximate experience, but not exact experience, and give them the opportunity to move up in the organization.
They will see this as a feather for them that the organization likes them. It solves a problem for you. You provide them with mentoring from you and a more senior person on staff who will like the idea that they're doing mentoring and coaching and helping with development, because it will look good in their reviews, right? It looks like a promotion for them. It looks like advancement for them. But organizations, for years, have outsourced training and development to the individual. And it's time to recapture that for the organization, to start looking at people, because others are looking at these people and giving them chances and other things.
I'm going to pick an example from technology. A Java developer who's lost to your organization has to be developed but they're now somewhere else satisfying someone else's problem. Wouldn't it be better if you promoted them, trained them, gave them new experiences, so you hold them, so that, you know, this person's a hard worker, that they're a good worker, that, again, another example that maybe they haven't missed a day of work in the last two and a half years. They care. They're a backbone of the organization, sort of a linchpin to your firm. Why would you put them at risk of being lost, when you only have to do is spend a few thousand dollars in training?
So, don't lose sight of that as a possibility. Look for other alternatives than just simply, "We need to hire someone from the outside, because they're not so available right now.

ABOUT JEFF ALTMAN, THE BIG GAME HUNTER

Jeff Altman, The Big Game Hunter
Jeff Altman, The Big Game Hunter

Jeff Altman, The Big Game Hunter is a career and leadership coach who worked as a recruiter for more than 40 years. He is the host of “No BS Job Search Advice Radio,” the #1 podcast in iTunes for job search with more than 1400 episodes and his newest show, “No BS Coaching Advice.” He is a member of The Forbes Coaches Council. “No BS JobSearch Advice Radio” was recently named a Top 10 podcast for job search. JobSearchTV.com was also recently named a Top 10 YouTube channel for job search.

Are you interested in 1:1 coaching, interview coaching, advice about networking more effectively, how to negotiate your offer or leadership coaching? Schedule a free Discovery call.

If you have questions for me, call me through the Magnifi app for iOS (video) or PrestoExperts.com (phone)

JobSearchCoachingHQ.com offers great advice for job hunters—videos, my books and guides to job hunting, podcasts, articles, PLUS a community for you to ask questions of PLUS the ability to ask me questions where I function as your ally with no conflict of interest answering your questions.  

No BS Management Advice
No BS Management Advice

Connect with me on LinkedInLike me on Facebook.

Join and attend my classes on Skillshare. Become a premium member and get 2 months free.

Join Career Angles on Facebook and receive support, ideas and advice in your current career and job.

You can order a copy of “Diagnosing Your Job Search Problems” for Kindle on Amazon and receive free Kindle versions of “No BS Resume Advice” and “Interview Preparation.” If you are starting your search, order, “Get Ready for the Job Jungle.” 

If you want to know how to win more interviews, order “Winning Interviews.” You’ll learn how to win phone interviews, in-person interviews, the best question to ask on any interview and more.

Would you like to talk through a salary negotiation or potential negotiation you’re involved with? Order and schedule time with me.

Do you have questions or would like advice about networking or any aspect of your search. Order and schedule time with me.

Would you like me to critique your resume. Order a critique from me

Jeff’s Kindle book, “You Can Fix Stupid: No BS Hiring Advice,” is available on Amazon.

Leadership

Practice Leadership | No BS Management Advice


Labor shortages abound in many fields and you and your managers dilly dally (I love that phrase) through interviews and wonder why you are losing candidates

Summary

You know, when I work with managers, when I try to help them in their development, one of the things that they come to me for is improving their leadership, because they grow to understand that being a manager is different than being a leader. Let me explain.Managers are involved with setting goals for their group. They run tasks, they do stuff. Leaders start off with the bigger picture. They create a vision for a group or an organization. They affect change. They don't just simply copy other ideas, but they create new solutions for things. They're risk takers versus managers who manage risk and whole host of other things.Fundamentally, the thing that they do is inspire people to be come more of themselves, rather than motivate, which is "Do it because I say so." Or "Do it because you'll get the bonus." Yada, yada, yada. So, what I want you to practice doing is practicing being a leader.Now, you obviously have stuff that needs to be done. And if your people aren't getting it done, it begs two solutions. Number one is they're demanding micromanagement because they're not respecting you. All right.Number two is it begs the question of, maybe you're hiring isn't all that good because if you're finding that you're spending a lot of time directing people, forcing them to do something and they're just going , now they've got that sigh of frustration, these aren't people you want to have around. What they are is doom and gloom.Get them the heck out of there! Like I've said to folks, like there's a guy that I coach right now in his leadership who took over a group within an organization. And, you know, ultimately, he's inherited a bunch of complainers, and it's frustrating for him.I said, "You know, you can't change them. They've gotten into this habit of complaining, so you can give them one shot. But if you're going to find yourself changing people all the time and micromanaging them, it's gonna take a lot of energy out of you. So you're better off sitting down with them individually, one or two time, space it out. Don't make it seem like it's going to be a progression of eight people. Just, walk them in, every day, one person and simply talk with them about, "okay, this is what I'm looking for from you. This is what my expectations are. This is . . . right now, you're in the management mode to try and get them to do stuff like I'm giving you a task to do. And I don't want to watch you or listen to you complaining. It's a waste of my time. So if you don't want, you can leave I'm happy to support you in finding another job. But what I really want you to do is deliver because the next organization's going to demand you deliver anyway."And that changed things in his organization. It helped them realize they'd gotten into a habit of whining and complaining, and that he really wanted them to succeed. But when push came to shove, he couldn't tolerate all the BS that was coming with that.So, I want to encourage you, remember, this is a time in your career where you can practice being a leader, where you can inspire people, help them realize the spark within them so that it becomes a flame and starts burning brighter, so they can feel successful, they can feel like they're accomplishing things. At the same time, they need to get stuff done.

ABOUT JEFF ALTMAN, THE BIG GAME HUNTER

No BS Management Advice
No BS Management Advice

Jeff Altman, The Big Game Hunter is a coach who worked in recruiting for what seems like one hundred years. He is the head coach for NoBSCoachingAdvice.com. He is the host of “The No BS Coaching Advice Podcast,” and “No BS Job Search Advice.”

Are you interested in my coaching you? Connect with me on LinkedIn and, once we are connected, message me. If you have questions for me, call me through the Magnifi app for iOS (video) https://thebiggamehunter.us/magnifi or PrestoExperts.com (phone)

Subscribe to the “The No BS Coaching Advice Podcast.” 

If you have questions for me, call me through the Magnifi app for iOS (video) https://thebiggamehunter.us/magnifi or PrestoExperts.com (phone)

Connect with Me on LinkedIn 

For more No BS Coaching Advice, visit my website. www.NoBSCoachingAdvice.com

Join Career Angles on Facebook and receive support, ideas and advice in your current career and job.

No BS Management Advice

The First Question You Need to Practice Asking | No BS Management Advice

https://youtu.be/ITeApsfE5Cg

Whether you are a new manager or an old hand, this is one of the first things you need to learn to ask so that you manage effectively.

Summary

I'm back with some more No BS Management Advice to help you, as a manager be more effective.
Now, most managers learn this lesson somewhere along the line, but often for the new manager, there's "a miss" in there. Because the way they got ahead, the way you got ahead was by having all the answers and doing everything well. Not perfectly, but well. So you'd get recognition, you'd get known, and you get noticed, right?
But when you get to be a manager, your scope and responsibilities start to increase and, suddenly, you notice holes in knowledge base that didn't exist before because your line of sight has to expand, the more senior you get.
As someone once offered to me in a different venue, when you're the worker bee, you're there looking at a certain level. But as you start to elevate and get to a higher and higher points, your line of sight just becomes so big until you become the chief executive officer of an organization where you need to have a visual on the biggest picture imaginable.
But here you are, as a manager, new manager, experienced manager, and your habit is to basically always think you have the answer. So, here's the first question I want you to practice asking people when they come to you for your decision or your advice. And the question is, "What do you think?" And then you shut up?
"I don't know, what do you think?"
Come on, I asked first? Let's sort it out together. What do you think here?" And then listen to them, because they really have most of the answers. You may have some details that will fill in some gaps to either prove or disprove their thinking and you're going to have an opportunity to learn something that you didn't necessarily know about the situation from the person who's directly in it.
So always start by asking, "What do you think," and then following up with, "why do you think that?" That's because you may just get the one sentence statement from them. And then you have to follow it up to make sure that they explain it to you, so that you understand what their perspective is. From there, obviously follow up with questions.
But the goal is always to start off by getting your staffers to answer the question, "What do you think?"

ABOUT JEFF ALTMAN, THE BIG GAME HUNTER

Jeff Altman, The Big Game Hunter
Jeff Altman, The Big Game Hunter

Jeff Altman, The Big Game Hunter is a career and leadership coach who worked as a recruiter for more than 40 years. He is the host of “No BS Job Search Advice Radio,” the #1 podcast in iTunes for job search with more than 1200 episodes and his newest show, “No BS Coaching Advice” and is a member of The Forbes Coaches Council.

Are you interested in 1:1 coaching, interview coaching, advice about networking more effectively, how to negotiate your offer or leadership coaching? Please click here to see my schedule to book a free discovery call.

If you have questions for me, call me through the Magnifi app for iOS (video) or PrestoExperts.com (phone)

Connect with me on LinkedInLike me on Facebook.

Join Career Angles on Facebook and receive support, ideas and advice in your current career and job.

No BS Management Advice

Try a Different Pitch | No BS Management Advice


What do pitchers do when their best pitch isn’t working?

Summary

I bought a hammer for you. And we've all heard the joke about, someone with a hammer sees everything is a nail right?
Well, frankly, there are a lot of times where you, as a manager, see that everything has to be responded to in the same way. I'll give you an example.
You've got a sales team, and the sales team is selling into markets that just are not buying right now for any number of reasons. Your first reaction is "try harder."
"Do more."
"Try harder."
Sometimes trying harder isn't the answer. And for those of you who may sell into certain industries, you know, those industries will lagging right now. Like, if you sell into retail, and you know you're dealing with the natural devolvement of that industry, to online shopping, and retail stores are closing all over the country, you can sell more and harder and put it in a better effort, but it's not going to work because the industry is dying off.
It's kind of like, in baseball, you know, a pitcher will know, let's say they're a fastball pitcher, they will keep throwing a fastball because that's their best pitch. But, some days, they go to the mound and it's just not working for them. The the other team is looking for the fastball, and they're hitting it. What the pitcher does is start throwing more of his other pitches and showing the fastball off the plate to try and get players to swing at it even though it's out of the strike zone, because they're waiting for the fastball, right?
Well, you've got to start looking at alternatives to in terms of how you manage people. Sometimes, hitting them over the head with a hammer is not the right answer, right? You've got to come up with other tools for your tool belt for how you inspire people into better action. I don't care what role they're in or what role you head up, sometimes a hammer is not the right solution.
Again, one more sports analogy. For the team that thinks that they can score the touchdown by running the ball into the middle of the line where all the other players are and that other team has stacked up the middle of a line to prevent it, sometimes you've got a leap over the other team, sometimes you've got to run around them, right? Does that make them any less? No, they scored the points.
Your job is to put points on the board and get your team to score. It's not about doing it the one way best. It's about putting the points on the board, right?
So I hope you found this helpful. I'm Jeff Altman, The Big Game Hunter. If you'd like my support, and coaching, reach out to me through LinkedIn at LinkedIn.com/in/thebiggamehunter. ention that youM saw the video because Ik like Knowing I'm helping some folks.
Once connected, will set up time for a free discovery call. Mention what the issue might be and I'll simply say I look forward to help you have a great day. Take care

ABOUT JEFF ALTMAN, THE BIG GAME HUNTER

No BS Management Advice
No BS Management Advice

Jeff Altman, The Big Game Hunter is a career and leadership coach who worked as a recruiter for more than 40 years. He is the host of “No BS Job Search Advice Radio,” the #1 podcast in iTunes for job search with more than 1200 episodes and his newest show, “No BS Coaching Advice” and is a member of The Forbes Coaches Council.

Are you interested in 1:1 coaching, interview coaching, advice about networking more effectively, how to negotiate your offer or leadership coaching? Please click here to see my schedule to book a free discovery call.

If you have questions for me, call me through the Magnifi app for iOS (video) or PrestoExperts.com (phone)

Connect with me on LinkedInLike me on Facebook.

Join Career Angles on Facebook and receive support, ideas and advice in your current career and job.

The Missing Words in Decision-Making | NoBS Management Advice


Managers alienate their staff by forgetting these words.

ABOUT JEFF ALTMAN, THE BIG GAME HUNTER
Jeff Altman, The Big Game Hunter is a coach who worked in recruiting for what seems like one hundred years. He is the head coach for NoBSCoachingAdvice.com. He is the host of “The No BS Coaching Advice Podcast,” and “No BS Job Search Advice.”

Are you interested in my coaching you? Connect with me on LinkedIn and, once we are connected, message me. If you have questions for me, call me through the Magnifi app for iOS (video) https://thebiggamehunter.us/magnifi or PrestoExperts.com (phone)

Subscribe to the “The No BS Coaching Advice Podcast.”

If you have questions for me, call me through the Magnifi app for iOS (video) https://thebiggamehunter.us/magnifi or PrestoExperts.com (phone)

Connect with Me on LinkedIn

For more No BS Coaching Advice, visit my website. <a href=”http://
www.NoBSCoachingAdvice.com” >www.NoBSCoachingAdvice.com

Join Career Angles on Facebook and receive support, ideas and advice in your current career and job.

No BS Management Advice

Coach vs Mentor vs Sponsor | No BS Management Advice


What’s the difference between a coach, a mentor and a sponsor? Let me help.

Summary

I wanted to address the question of the difference between a coach, a mentor and a sponsor. It's one of those common conversations that people have and, I'll simply say, a coach is someone who's active with you. If you think of sports, what does a sports coach do? Sports coaches watches the player, notices the things that they do well, notices the things that they can improve upon they drive the bus hard, they want the player, they want the champion to perform better, and, thus, they're immersed with them, and they're getting involved in their game.
What does a mentor do? If you think of a mentor, the mentor is often the wise sage. He or she may relate stories, and talk with you about improvements but, in general terms.I'm not watching the performance, I'm not pushing for increased performance. They are the wise one who's passing on the wisdom of the ages to you, the Jedi-in-training, who wants to learn at the feet of the great one. And that's really what a mentor does.
A sponsor is an advocate. They are pushing and they are promoting. They're out there, much the same way as you see TV commercials, there's a sponsor for the show, right? They are out there pushing and promoting.
"Hey, I've got a great product. Go buy me." And in a sense, that's what they're doing for you. They are urging others to notice you. They are urging others to hire you or transfer you, to get you because they believe in you. There's subtle differences between the three. And they all can work.
But we think of what you need, often . . . I obviously coach . . . often what you need is someone that's there to help you improve your performance. That's the coaching side.
You don't need the storyteller. Or you may. You may not need the sponsor right now. . . And you may. But, fundamentally, those are the three differences between them. And you need to be smart enough to figure out what you need to give them point. Someone with the answers, someone with wisdom, someone to advocate for you and and have those people in place not when you need them but in advance of that.

ABOUT JEFF ALTMAN, THE BIG GAME HUNTER

Jeff Altman, The Big Game Hunter
Jeff Altman, The Big Game Hunter

Jeff Altman, The Big Game Hunter is a coach who worked in recruiting for what seems like one hundred years. He is the head coach for NoBSCoachingAdvice.com. He is the host of “The No BS Coaching Advice Podcast,” and “No BS Job Search Advice.”

Are you interested in my coaching you? Connect with me on LinkedIn and, once we are connected, message me. If you have questions for me, call me through the Magnifi app for iOS (video) https://thebiggamehunter.us/magnifi or PrestoExperts.com (phone)

Subscribe to the “The No BS Coaching Advice Podcast.” 

If you have questions for me, call me through the Magnifi app for iOS (video) https://thebiggamehunter.us/magnifi or PrestoExperts.com (phone)

Connect with Me on LinkedIn 

For more No BS Coaching Advice, visit my website. www.NoBSCoachingAdvice.com

Join Career Angles on Facebook and receive support, ideas and advice in your current career and job.

No BS Management Advice

What’s So Hard About Giving Someone an Atta Boy or Atta Girl? | No BS Management Advice


For some, it it is sooooooooo hard to give praise. An episode of “Billions” is the catalyst for this video.

Summary

This is some No BS Management Advice I want to share with you. I was encouraged to give it to you for after watching an episode of "Billions," a Showtime series that is my new current addiction. And, in the episode, the lead character is talking to one of his managers about a subordinate of that manager who had done a great job going undercover and helping the owner make some more money and did it in a sneaky kind of way.
So, the manager and the owner are having a conversation and the owner is offering praise to the manager about his person. The owner talks about giving an Attaboy to the guy.
"It took me three years before you gave me an Attaboy."
The owner basically turns around and says, "Well, just tell them, 'okay, you did your job,' and ignore the whole thing." He leaves the office and decides to give the Attaboy. It reminded me of how difficult it is for many managers to give an Attaboy or an Attagirl. So it begs the question of what's so hard about giving praise to someone after you coach them into a situation that they were wrestling with?
Why is it so difficult to give praise to someone who moves beyond their comfort zone and steps up?
Why is it so hard to praise someone who puts in extra time or effort or helps their colleagues or customers to do better?
Why is it so hard for a manager to praise someone who contributes to the big picture or gets closer to their career goals or represents themselves as someone who embodies a team value that you want to foster on your organization?
Why is it so hard to recognize someone who's doing something small but it really contributes in a big way in that? It's like one of those things that it's easy to overlook, but it really is a major contribution when you stop and think about it.
Why is it so hard to call attention and give praise to someone who makes it easier for you or exceeds expectations? I'm not talking about at the time of their review. I'm just talking about spot praise?
Why is it so difficult, as Ken Blanchard wrote in "The One Minute Manager," and spoke about the notion that a manager should catch someone doing something right?
Because the habit that managers have, I'll put myself in that category from when I was managing people. . . You know, some years ago as a young man, in recruiting, you know, the habit was catching them doing something wrong instead of catching them doing something right. It's like I took it for granted that they would do the good stuff and I criticized them when they didn't and they did something wrong.
You foster the behavior you give attention to. You encourage people to do the things that you want them to do, in one of two ways -- fear or praise. If you want to be the tyrant, by all means that can work and you will drive people out the door. By the same token, you can foster good attention, not just by simply wandering around and saying all the time because I know, in my family, if I compliment someone with regularity, it rolls off their back like water off a duck's back.
You want to be specific; you want to be honest and authentic. You just want to talk to that person. Again, I remind you, don't just do it with people who look like you. Do it with everyone in your organization, particularly the people who don't look like you in a variety of different ways. People notice who gets the attention, and they noticed that they can't win.
Always give people attention for the good stuff that they do.

ABOUT JEFF ALTMAN, THE BIG GAME HUNTER

Jeff Altman, The Big Game Hunter
Jeff Altman, The Big Game Hunter

Jeff Altman, The Big Game Hunter is a career and leadership coach who worked as a recruiter for more than 40 years. He is the host of “No BS Job Search Advice Radio,” the #1 podcast in iTunes for job search with more than 1400 episodes and his newest show, “No BS Coaching Advice.” He is a member of The Forbes Coaches Council. “No BS JobSearch Advice Radio” was recently named a Top 10 podcast for job search. JobSearchTV.com was also recently named a Top 10 YouTube channel for job search.

Are you interested in 1:1 coaching, interview coaching, advice about networking more effectively, how to negotiate your offer or leadership coaching? Schedule a free Discovery call.

If you have questions for me, call me through the Magnifi app for iOS (video) or PrestoExperts.com (phone)

JobSearchCoachingHQ.com offers great advice for job hunters—videos, my books and guides to job hunting, podcasts, articles, PLUS a community for you to ask questions of PLUS the ability to ask me questions where I function as your ally with no conflict of interest answering your questions. 

No BS Management Advice
No BS Management Advice

Connect with me on LinkedInLike me on Facebook.

Join and attend my classes on Skillshare. Become a premium member and get 2 months free.

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Jeff Altman, The Big Game Hunter
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No BS Management Advice

Transitioning from Co-Worker to Manager | No BS Management Advice


Here are a few ways that you can be effective in your new role managing your former co-workers.

Summary

I thought I would do one of my No BS Management Advice videos, talking to those of you who become new managers. And here's the fun part of it. You're going to be managing your former co workers. Isn't that exciting? For a lot of new managers, it's complicated. And the complication is you have one type of relationship where you are a peer and now you've been elevated and they have to take direction from you.
Now, one of the things just to be aware of, is that sometimes your former colleagues are going to take action without you knowing about it and amongst the things that they might do is reopen a previous decision and try and lobby for a change in your position. These are two challenges to authority . . . and you have to gracefully and always respond with grace because you don't want to come in like a tyrant, do you? All that happens is any goodwill that you have with your former subordinates goes out the window.
So, I'll just simply say, recognize these as two challenges to your authority and quietly bring people into your office or to talk with you privately and say, "I'm confused here. We made a decision about this previously, what's going on?" Or "I noticed you did this and you didn't run it by me. What's that all about?"
"Well, I didn't think you needed to know."
"Well, I do need to know. That's part of my job as a manager, just like it was for (you name the person who preceded you). Just like it was for them, it's going to be for me. So always run things by me, don't just go behind my back, okay?" But, these are kind of symptoms of some of the challenges you may face.
I want to talk with you about a couple of things you can do in order to streamline things be more effective, and transition from co-worker to the manager. So, the first thing you need to do, and I always point out this, is to start building a peer network of your own. You can't rely upon your former colleagues, your former co-workers, I should say, to be your "good buds" anymore. There's now a power differential. You're going to be reviewing their performance and, as such, you are now separate. There is no question about it. You are now separate and, within a week or two, they're going to look at you differently. You might as well just accept that fact and move from there.
In your first meeting with everyone, you can just acknowledge and say, "Hey, look, you know, things are going to be different. I know that and it's not just going to be simply me to you but you to me, as well." so just be aware of this and then start setting expectations about what you want from them.
Do not come in like a dictator; do not arrive as a bully this may be a new experience for you and you could say, "hey, look, I may make mistakes. Just come to me, please. Don't go behind my back. Just come to me directly and tell me. What i'm doing that's ticking you off, getting on your nerves . . . whatever. I'm happy to hear. Hi don't know that i'm necessarily change but i always want you to know that . . . we work together."And, you know, just very simply encourage them to come to you directly.
With that, if you're used to having lunch with everyone, it's time to roll that back a little bit. And not as regularly and start looking to other people that you're going to be socializing with more. There is now a class difference that has been implemented and, in acknowledging that, they know it. They know you've got different responsibilities than them now and you can teach them about some of your new responsibilities. So, as they start to develop, the organization might be able to see them in a different way. If there's any sort of resentment that shows up between them and you, again, you want to make sure that they feel free enough to tell you about it and, at the same time, you don't have to change much of anything. You can say, "I hear you and I'm in the job now and my responsibilities are to do such and such. Your job is to do what you've always thought, which is great work. But I'm not responsible for the promotion. The organization selected me. My job is to deliver the results that they want.
In doing so, I'm going to go to the next item. You want to help the team continue to play to its strengths. In much the same way as you got this promotion because you performed at a high level, you always want to make sure that you're helping others grow to a high level and that they have opportunities, as well.
You always want to make it clear, "hey, look, if you want a promotion, I'm very happy to support you with this and be an advocate. I'm not the decision-maker but I can be an advocate for you. I'm very happy to do that. My job is not to stifle you. My job is to help us get outcomes for the organization and, in doing so, help you learn and develop as I've been learning and developing. I'm not a finished product. I'm here to grow and I want to help you have the same kind of opportunities I'm getting now or better."

ABOUT JEFF ALTMAN, THE BIG GAME HUNTER

Jeff Altman, The Big Game Hunter
Jeff Altman, The Big Game Hunter

Jeff Altman, The Big Game Hunter is a coach who worked in recruiting for what seems like one hundred years. He is the head coach for NoBSCoachingAdvice.com. He is the host of “The No BS Coaching Advice Podcast,” and “No BS Job Search Advice.”

Are you interested in my coaching you? Connect with me on LinkedIn and, once we are connected, message me. If you have questions for me, call me through the Magnifi app for iOS (video) https://thebiggamehunter.us/magnifi or PrestoExperts.com (phone)

Subscribe to the “The No BS Coaching Advice Podcast.”

If you have questions for me, call me through the Magnifi app for iOS (video) https://thebiggamehunter.us/magnifi or PrestoExperts.com (phone)

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For more No BS Coaching Advice, visit my website. www.NoBSCoachingAdvice.com

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