This resource offers a generic introduction to management, previewed through the LinkedIn Learning course New Manager Foundations, which looks at basic survival, connecting with your team and building trust, using authority, and change, utilising resilience throughout.
This resource is aimed at new managers. LinkedIn Learning resource: New Manager Foundations
Also see LinkedIn Learning Pathway Become a Manager which covers the move from individual contributor to manager, on-boarding new staff as a manager, leading productive meetings, and undertaking performance management.
How to manage remotely
- Build rapport, especially through regular planned catch-ups, random social catch-ups, utilising Chat function in Teams for ‘how are you getting on?’ catch-ups.
- Use different communication methods, such as email, Teams, telephone (what suits the individual?)
- Use a coaching approach (asking questions, lots of listening)
- For new staff – arrange a mentor (either locally or through the university wide mentoring scheme)
How to build trust with your team
Watch section 3 of the New Manager Foundation – Building Trust There are many approaches to trust, through Ken Blanchard’s ABCD Trust Model (able, believable, connected and dependable) to the Trust Equation (trustworthiness = credibility, reliability, intimacy, over self-orientation), but they all tend to have some core behaviours.
- Build rapport through listening and showing empathy.
- Keep regular personal contact remotely (lots of talking and listening to know your team).
- Use different tools and methods for communicating (which is appropriate for the job? a quick email, a Team chat, or a meeting?)
- Clarify your availability (such as offering times for catch ups, offering options of 2 minutes now or 30 minutes tomorrow) and keep lines of communication open.
- Consider the impact of your communications (eg, the consequences of sending our Friday afternoon emails to clear ‘your’ to do list).
- Show selfless behaviour through celebrating and acknowledging achievements and successes no matter how small.
- Take ownership of team issues (without owning individual elements).
- Gain feedback from others (formal or informal) to understand if you are supporting your teams needs, and as a way to develop your own leadership and management skills.
- Ask, what did we learn? what have I leant?
- Counter negative self-talk in yourself and your team.
- Support your teams growth through offering formal and informal opportunities.
How to handle complaints
See the various UoL complaints, disciplinary, grievance policies.
- Create a positive and transparent workspace.
- Lead by example (actions speak louder than words – walk the talk).
- Active listening.
- Don’t make assumptions.
- Dis-identify from your emotions if they arise – ask why you have them? why is this important?
- Allocate time for reflection.
- Seek other perspectives.
How to know and manage yourself in times of anxiety.
- Seek feedback (informal and formal).
- Ask incisive questions to gain insight of your blind spots.
- Gather a support network around you (people who will offer insights and new perspectives – not people who fan the flames).
- Gain a mentor (see University Wide Mentoring Scheme).
- Know your life-story and your triggers.
- Know your values, where your beliefs come from, and that they are only your perspective.
Webpage last updated: 30/04/21 | Maintained by the LPP Team