The transition into first-line management presents one of the greatest risks to your career. To help you make a smooth transition, think about how your previous and new roles are different in terms of tasks, responsibilities and relationships. Continue reading →

Individual development plans are often considered great in theory, but useless in practice. The requirements to create development plans are ignored by most managers, and even when development plans are created, Continue reading →

Your transition presents a great opportunity to establish yourself as a high performing manager. As you navigate the first upward transition, you may struggle to gain traction in your new role. You need help to hit the ground running and guidance to avoid first year performance Continue reading →

As a manager you have to provide your direct reports with formal performance appraisals. It is important for you to consider these reviews as unique opportunities to improve their performance. Continue reading →

If you establish healthy relationships with your direct reports, you stand a good chance of being effective in your new role. Research indicates that a non-financial driver of employee retention is your relationship with your direct reports. Continue reading →

Do you experience some level of anxiety when delivering performance weakness feedback? It is a touchy topic and can be really difficult during a formal performance review session due to implications on compensation and record. Continue reading →

Making transition from peer to boss is difficult. As a new first level manager, you will find it hard to manage old relationships as you take on new management responsibilities. Here are some tips for you to establish sound working relationships with old co-workers who now report to you. Continue reading →

Do you find holding effective feedback discussions difficult? Have you ever hesitated to share feedback with a direct report because you were afraid the employee would become upset or react poorly to the feedback? Continue reading →

When you conduct effective feedback sessions, you increase employee interest in feedback discussions and reduce negative reactions. This means that learning to have constructive conversations can noticeably increase your ability to develop your Continue reading →

Steve Samuel  has been recently promoted and is now the head of his department. Needless to say, he is highly motivated. His scope of management involves managing various section heads along with some clerical staff. Apart from that, he is obliged to take on the responsibility of Continue reading →