In organizations, people manager is a privileged position that many aspire to, and few are prepared to excel at, not because they are not competent, but more because few companies train their managers on the “art” pieces that help the newly hired managers to prosper.

In my research, the truth is, even in many very reputable organizations, the training foriStock_000009178000XSmall new people managers is sparse, or more accurately, relies on online reading and testing to support the new manager. I am going to suggest that there will never be an app that will prepare people managers to excel.

The art and the science of people management has allowed an industry of well written books and very intense courses to thrive. We applaud companies who commit to this important component of training for their people to ensure hands on learning. However, like all training plans, books and courses are merely the start for managers, as the real learning occurs on the job. This “on the job” education is only complete with feedback from both the employees and bosses to ensure the people manager is developing with credibility and confidence.

Confidence comes with experience, and when you start a new position, it may be a struggle to demonstrate confidence early, however confidence is not the first thing you should emit in your new role.

The good news to this dichotomy of experience vs. confidence is that your company has already displayed confidence in you, by the decision to hire you as a manager. Understand if this new manager role was not an appointment, your HR department screened multiple resumes. They got the prospective new manager list down to 3 or 4 ideal candidates. Each was interviewed and in the end you were the best. With specific criteria you matched the necessary skills and behaviours critical to the successful manager for that organization.

Well-organized companies have a meticulous six-month plan for new managers, that includes progress reports and key milestones to measure manager growth and effectiveness. All of these descriptors are important and well tested for a people manager. I have been the receiver and deliverer of this process. These competency driven checklists, are the foundation for the science of people management, but I would like to share three pieces on the art side of management. In my twenty-eight years of observing the great people managers in multiple organizations, these three traits separate the good from the great people managers. You do not need my blog to help you here, as you simply need to ask yourself, who were my best managers and what did I admire about those leaders?

  1. Listen

Listening is the most critical skill a new manager can display in the early days, is to demonstrate the ability to really understand their people. You cannot manage your people if you haven’t taken time to hear their concerns, listen to what they value and demonstrate empathy regardless of your personal opinions on the issues.

  1. Demonstrate Humility

This is a tricky on as the instinct when you start your role as manager, is to do the opposite. The fact is you must show competence and credibility in your role, however adopting the approach that you do not have all the answers, and you do value other’s opinion, is a hallmark of leadership. In new studies humility is often the number one trait employees admire in their leaders.

  1. Make Decisions quickly

The ability to assess and decide in a timely manner, is a skill your people and your bosses will support and admire, even when others are not doing this. This is not about adopting a cavalier approach, as the “assess” piece is a critical as the “decide” piece here. The real message here is to trust your experience and your gut, decide and move on. As you make decisions you will find yourself get better at making good decisions. Build trusting, credible business relationships with your staff and they will forgive you when you make a bad decision.

So congratulations on your new role as people manager. Nobody succeeds as great manager alone. Seek out counsel from people you trust and ask them what they believe are the attributes of great managers. Listen and you will grow into the manager your people will admire and respect.