I remember the first time I became a manager, close to 25 years ago. I had established myself as one of the top performers in a team of about a dozen people and was promoted into a supervisory position. Literally overnight I moved from being a peer with the rest of my team members to now being “the boss.” My training consisted of being briefed on the administrative aspects of my new role, like managing work schedules, processing forms, and managing team member workloads.
Being trained up, I was released into the wild to manage the team. Run free, new manager! Go lead your team!
But there was a problem, and it was a big one. My training lacked one critical component: how to actually manage people.
If you’re a manager, my experience probably rings true for you as well. Most new managers don’t receive adequate training when they…
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