As members of Generation Y (a.k.a. Millennials) continue to enter the workforce in droves, plenty is being written about how to manage these young employees.
I’d like to take a different angle and talk about the fact that Gen Ys are now starting to do the managing. More than a few workplaces — from start-ups to nonprofits to Fortune 500 corporations — are promoting twentysomethings into management roles every day.
To help this new cohort of Gen Y managers, I reached out to some of the best managers I know — from all generations — and asked them what they wish they’d known when they first became leaders. Here are some of their answers:
“I wish I had realized the true impact I could make on people’s careers versus being concerned about whether I was ready for the challenge of managing others. [The people we manage] expect our best efforts, so focus on the needs of the individual you are managing and use the skills that have gotten you to this point. You will always be a work in progress.”
– Robert Daugherty, Retired HR Partner, PricewaterhouseCoopers
“The key to managing others is to put yourself in their shoes. Make sure you understand what their long-term goals are, so that you can structure the day-to-day tasks to support the person’s career development. If you can do that effectively, the person working for you will do a great job and be more willing to go the extra mile.”
– Lauren Porat, Co-Founder, Urban Interns
“I wish I had spent more time getting to know my employees and what motivates them. Playing into different people’s motivations is the best way to manage them to success.”
– Evan Gotlib, SVP Advertising Sales & Creative Services, blip.tv
“It is sometimes difficult to ask others to perform when you have never done it before. Don’t apologize for asking people to do what they are paid to do. Be clear about expectations and what constitutes a job well done.”
– Susan Phillips Bari, President Emeritus, Women’s Business Enterprise National Council
“I wish I had known how important it is to get to know everyone you can in an organization, not just stay clustered with your specific team. Relationships drive so much of business, so the more authentic relationships you can make across departments, the more effective a manager you’ll be.”
– Manisha Thakor, Personal Finance Expert & Author
“I’ve managed people who were 20 years younger and, in some cases, 30 years older. I never focused on their age, but rather sought to tap their passion, a particular experience or skill as a means of engaging them and forging a strong relationship. I don’t get threatened by how much someone may know on a particular topic. I’m willing to listen and learn from them.”
– Linda Descano, CFA, CEO, Women & Co. (a service of Citibank)
“I wish I had known about the ‘praise sandwich’ — delivering constructive criticism between two pieces of positive feedback. No one wants to work for a boss who is hypercritical or insensitive. By acknowledging the good things as part of a difficult conversation, it makes negative feedback more palatable.”
– Meryl Weinsaft Cooper, Co-Author, Be Your Own Best Publicist: How to Use PR Techniques to Get Hired, Noticed & Rewarded at Work
“I wish I had not been is such a rush. Listening to your team and observing their behaviors before determining how to lead them is really critical.”
– Joan Kuhl, Associate Director, Managed Markets Training, Forest Laboratories
As an avid reader, I also asked my expert panelists for their recommendations of the best books for new managers. Here are a few of their selections:
The One-Minute Manager by Ken Blanchard
The First 90 Days: Critical Success Strategies for New Leaders at All Levels by Michael Watkins
The Effective Executive by Peter Drucker
You’re In Charge — Now What? by Thomas J. Neff and James M. Citrin
What’s your best advice for new managers and what books would you recommend? Please share your comments!
