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Clever tactics for brilliant young managers
"If you`re good enough, you`re old enough", ateam manager once said when giving MichaelOwen, a world-class goal-scorer, his firstinternational game at the age of 18.
Is the sametrue in business?
Young executives come back from businessschool armed with big ideas.
But these may ormay not win support from colleagues.
So what are the practical steps that youngmanagers need to take in order to be welcomed?
"The biggest challenge is a basic lack ofexperience", says Steve Newhall, a managementconsultant.
"This will affect how other people seeyou.
You need to build credibility with your keystakeholders on a one-to-one basis in order toshow that you are up to the job.
You have got tohave confidence in your ability to do the job.
Butremember that the people around you may notshare that opinion".
Young managers also need to recognise theirown weakness - and then do something aboutthem.
"You will need a good mentor straightaway", says Mr. Newhall, "someone who hasplenty of experience and who gives you supportand plenty of good advice".
Some advice
1.
Act your age.
Do not try to look like an olderperson or like a statesman.
Dress your age, too.
2.
Avoid favouritism and cliques.
Leaders winrespect by treating people the same.
3.
Build coalitions right away.
Show colleaguesyou are aware of your limited experience.
Andshow that you are interested in getting advice,too.
4.
Keep a cool head, even when you are under alot of pressure.
Some colleagues will expect youto crack.
Do not give them the satisfaction.
5.
Show respect to older colleagues.
They may beon a slower (or different) career path justbecause that is where they want to be.
They haveseen many young ambitious people come andgo.
Draw on their experience.
6.
Find the right balance between beingenthusiastic and being over-confident.
You havebeen selected for your youth and energy - drawon it.
7.
Under-promise and and over-deliver.
Thatmotivating speech on your first day may soundpretty stupid if the market turns against you.
FINANCIAL TIMES
Clever tactics for brilliant young managers
"If you`re good enough, you`re old enough", ateam manager once said when giving MichaelOwen, a world-class goal-scorer, his firstinternational game at the age of 18.
Is the sametrue in business?
Young executives come back from businessschool armed with big ideas.
But these may ormay not win support from colleagues.
So what are the practical steps that youngmanagers need to take in order to be welcomed?
"The biggest challenge is a basic lack ofexperience", says Steve Newhall, a managementconsultant.
"This will affect how other people seeyou.
You need to build credibility with your keystakeholders on a one-to-one basis in order toshow that you are up to the job.
You have got tohave confidence in your ability to do the job.
Butremember that the people around you may notshare that opinion".
Young managers also need to recognise theirown weakness - and then do something aboutthem.
"You will need a good mentor straightaway", says Mr. Newhall, "someone who hasplenty of experience and who gives you supportand plenty of good advice".
Some advice
1.
Act your age.
Do not try to look like an olderperson or like a statesman.
Dress your age, too.
2.
Avoid favouritism and cliques.
Leaders winrespect by treating people the same.
3.
Build coalitions right away.
Show colleaguesyou are aware of your limited experience.
Andshow that you are interested in getting advice,too.
4.
Keep a cool head, even when you are under alot of pressure.
Some colleagues will expect youto crack.
Do not give them the satisfaction.
5.
Show respect to older colleagues.
They may beon a slower (or different) career path justbecause that is where they want to be.
They haveseen many young ambitious people come andgo.
Draw on their experience.
6.
Find the right balance between beingenthusiastic and being over-confident.
You havebeen selected for your youth and energy - drawon it.
7.
Under-promise and and over-deliver.
Thatmotivating speech on your first day may soundpretty stupid if the market turns against you.
FINANCIAL TIMES
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