A\u00a0further complication: many new managers end up managing people they already\u00a0know.\u00a0This happened to me \u2013\u00a0my first managerial role\u00a0involved managing the team I used to be a member of.<\/p>\n
Managing\u00a0friends \u2013 can it be done?<\/p>\n Tough messages<\/b><\/p>\n If you want the pay rise and the job title that go with being a manager, you must also accept the\u00a0responsibilities. Your role is to get the best out of your team, by\u00a0ensuring they are productive\u00a0and\u00a0letting them know how they are getting on through\u00a0effective feedback<\/a>. Behaviour that is rewarded will continue, so praise them where\u00a0praise is due.\u00a0But there\u2019s also\u00a0feedback that is constructive or corrective.<\/p>\n When it comes to delivering this,\u00a0most new managers\u00a0would rather run barefoot over broken glass! This feedback involves delivering difficult messages whilst trying to\u00a0keep emotions out, and you\u00a0know the individual\u00a0never\u00a0want<\/b>s<\/b>\u00a0to hear what you have to\u00a0say. However,\u00a0they most definitely\u00a0need<\/b>\u00a0to hear it. You\u2019re doing them no favours\u00a0by burying your head in the sand. Oh, he was late again today, but I\u2019m sure he\u2019ll sort it out!<\/p>\n These tough messages need to be delivered in the right way and in a timely manner.\u00a0Over the\u00a0last 14 years, I have met too\u00a0many managers who are\u00a0desperate<\/b>\u00a0to be liked by their teams, to the extent that they are terrified of delivering the difficult messages, and the impact this has on the performance\u00a0of their team is clear. The\u00a0truth is that if you\u2019re the manager who wants to be everyone\u2019s best friend, it will compromise your ability to do the job.<\/p>\n So<\/b>,<\/b>\u00a0what can be done?<\/b><\/p>\n Is it possible to manage\u00a0your friends? Yes, but it\u2019s\u00a0a complicated\u00a0process. You\u00a0can\u2019t be their friend any more, but you can be friendly \u2013 treat everyone with respect. I had\u00a0a rule:\u00a0it\u2019s everybody or nobody<\/a>. Everybody comes to work on time, or nobody does.\u00a0No favouritism\u00a0or victimisation. I hope I was perceived\u00a0as a fair\u00a0leader.<\/p>\n Always d<\/b>eliver the<\/b>\u00a0tough messages<\/b>\u00a0\u2013 it\u00a0goes with the\u00a0territory.\u00a0Initially, team members may be a little taken aback, but once the initial shock has subsided\u00a0they\u2019ll accept that you\u2019re their manager\u00a0and\u00a0you\u2019re\u00a0doing your job<\/a>.\u00a0Be consistent in your approach and they\u2019ll accept it\u00a0even more. If someone has a performance issue which is impacting\u00a0the productivity of\u00a0the team, then\u00a0tackle it. A behaviour that is not discussed will continue \u2013 why wouldn\u2019t it? Nobody\u2019s given them any reason to change or correct it.<\/p>\n Finally, use feedback that is\u00a0evidence<\/b>\u00a0and\u00a0fact-based<\/b>, as opposed to opinion or judgement. Compare \u2018this report\u00a0is terrible\u2019 with \u2018you have made a few mistakes in the report\u2019. The first statement is an opinion, whereas the second is a fact.<\/p>\n So, it can be done.<\/b>\u00a0Keep emotions out and be consistent in your approach,\u00a0and\u00a0there\u2019s no message that cannot be delivered. Everyone should be able to see what you\u2019re trying to achieve\u00a0\u2013 to\u00a0help them to be the best\u00a0they can be<\/a>.<\/p>\n Good luck\u00a0\u2013 who needs friends anyway?<\/p>\n![\"Tips](\"https:\/\/www.stl-training.co.uk\/b\/wp-content\/uploads\/2019\/01\/i2m-1024x682.png\")
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