Image is everything. That’s why newly promoted managers have to manage their reputation in front of their employees before, during and after hours, says Fiorella Callocchia, principal of consulting firm HR Impact. In particular, new mangers must be careful when it comes to workplace friendships.
“Park the friendships at the door, don’t make it a high-profile thing.”
If a manager is seen “chatting it up” with a particular employee, assumptions of special treatment will surface, Callocchia says.
“The perception of favouritism can really demoralize other people. It can also give the impression that you’re giving away information on people, even though you may not be.”
Frank Acuff, a consultant with the Canadian Management Centre, says a manager is always on stage, in the spotlight, with employees watching every move.
“We live in a world of perceptions. If I’m constantly going out with my friend Ted for example and Sarah sees this, she might conclude that there’s an old boy’s network going on here,” he says. “Managers must have a heightened awareness of perceptions of favouritism.”
Favouritism isn’t the only perception employees can have about their new manager. Acuff says once an employee makes that move from co-worker to manager, there is the view that he’s changed.
“What often happens is people who were your friends aren’t your friends in the same way. You might not get invited to lunch as often because sometimes they want to talk about you. So, sometimes your friends start to evaporate.”
Callocchia says managers shouldn’t be going to lunch with their employees at all. If a manager goes to lunch with one employee, they should be making those same efforts for their other workers, she says. However, she does suggest that a business lunch can give first-time managers the opportunity to meet one-on-one with their employees and discuss their concerns.
To reduce workplace politics and set new managerial boundaries and limits, new managers should have one-on-one meetings along with group meetings, Callocchia says. Managers should give employees a chance to talk and problem-solve.
“Get all the issues out on the table. Roles and responsibilities must be clear, and rules of conduct must be set up. It wouldn’t hurt to do some team development too.”
Before a manager meets with their employees, they should take the time to collect data on their workers, Acuff says. Find out what worked and didn’t work for the last manager, and if changes need to be made.
Checking out employee files is another sure way of getting to know more about your employees and assessing what will work for your group of people, says Callocchia.
“I think first time managers absolutely have to read employee files. Those files have the history of everyone reporting to them (the manager)...that’s very important and I don’t think a lot of managers do that.”
“Park the friendships at the door, don’t make it a high-profile thing.”
If a manager is seen “chatting it up” with a particular employee, assumptions of special treatment will surface, Callocchia says.
“The perception of favouritism can really demoralize other people. It can also give the impression that you’re giving away information on people, even though you may not be.”
Frank Acuff, a consultant with the Canadian Management Centre, says a manager is always on stage, in the spotlight, with employees watching every move.
“We live in a world of perceptions. If I’m constantly going out with my friend Ted for example and Sarah sees this, she might conclude that there’s an old boy’s network going on here,” he says. “Managers must have a heightened awareness of perceptions of favouritism.”
Favouritism isn’t the only perception employees can have about their new manager. Acuff says once an employee makes that move from co-worker to manager, there is the view that he’s changed.
“What often happens is people who were your friends aren’t your friends in the same way. You might not get invited to lunch as often because sometimes they want to talk about you. So, sometimes your friends start to evaporate.”
Callocchia says managers shouldn’t be going to lunch with their employees at all. If a manager goes to lunch with one employee, they should be making those same efforts for their other workers, she says. However, she does suggest that a business lunch can give first-time managers the opportunity to meet one-on-one with their employees and discuss their concerns.
To reduce workplace politics and set new managerial boundaries and limits, new managers should have one-on-one meetings along with group meetings, Callocchia says. Managers should give employees a chance to talk and problem-solve.
“Get all the issues out on the table. Roles and responsibilities must be clear, and rules of conduct must be set up. It wouldn’t hurt to do some team development too.”
Before a manager meets with their employees, they should take the time to collect data on their workers, Acuff says. Find out what worked and didn’t work for the last manager, and if changes need to be made.
Checking out employee files is another sure way of getting to know more about your employees and assessing what will work for your group of people, says Callocchia.
“I think first time managers absolutely have to read employee files. Those files have the history of everyone reporting to them (the manager)...that’s very important and I don’t think a lot of managers do that.”
