The First Time – Hurray, I’m the boss now! What makes new managers leaders

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The First Time – Hurray, I’m the boss now! What makes new managers leaders

Suddenly, everything has changed! The employees don’t treat you like a colleague anymore, superiors suddenly expect so much more from you, and then you place yourself under pressure, too. Meeting all expectations is an art form that nowadays unfortunately is often only learned through years of experience. In order to reduce the anxiety and stress of new managers, the teaching of management behaviour and the use of tools and resources provide a solid start to navigating safely through the challenges of everyday management.
In the education of young people, personnel management often plays only a minor role, if any at all. With the best business and technical education in their pocket, they are often met with

a great challenge for which they are largely unprepared. This repeatedly leads to situations where young managers, lacking alternatives, orient themselves toward successful superiors. There is nothing wrong with that per se. However, the question is: Does that represent personal leadership style, or must the imitator invest a disproportionately large amount of energy in being a credible copy? Wouldn’t that energy be more usefully expended elsewhere? Behaviour that is contrary to one’s own values and personality structure costs enormous amounts of energy and leads to frustration and a decline in performance, for the new manager as well as his or her colleagues. The initial enthusiasm of the new person often disappears quickly. Energy and enthusiasm for the task at hand diminish and create resistance.

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Tomorrow’s Leaders - How to retain young professionals to your company

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Tomorrow’s Leaders - How to retain young professionals to your company

Management trainees, whether hired externally or internally, are the potential and capital of a company. They lead the enterprise into (and in) the future. They are generally highly motivated and well-educated, have mastered new technologies and exhibit extraordinary achievements and results. They approach their leadership tasks armed with enthusiasm and new ideas.

Management trainees are usually young, many having rapidly completed a degree programme and started a career. According to a study of selected candidates, being recruited as a management trainee or “high potential” leads to a justifiable sense of pride, but also often to a feeling of being implicitly good. And if you are good, you become the benchmark!

What does it have to do with management?

Exhibiting extraordinary achievement in a field does not automatically qualify anyone to be a manager. Now, more than ever, management means the individual development of employee potential and the management of relationships, all with the goal of enabling people to achieve their full potential through cooperation in the structures and processes of your enterprise. Management trainees without management knowledge, management experience and self-reflection often treat others as they themselves would like to be treated. This benevolent yet naive management style assumes that other people in similar situations behave according to one’s own structures. However, behaving contrary to one’s own value and personality structures requires an enormous amount of effort and leads to frustration and a decline in performance, both on the part of the management trainee as well as that of his or her employees. The trainee’s initial enthusiasm often evaporates. His or her energy and eagerness for the task at hand diminish and trigger resistance.

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