SuperVision

With all the buyouts going on in newsrooms, we're losing a cadre of experienced leaders. All the more reason we need to support the new managers who are stepping up.

I've always loved working with new managers, probably because I identify with them. I was 16 when I became a manager for the first time -- at the Kissin' Cuzzins Country Candy Store in downtown Milwaukee, a fun place festooned with signs like "Our licorice is made from the finest of old overshoes and inner tubes." In short order, I needed to learn hiring, budgeting, customer service and cockroach-wrangling. Hmm ... maybe that was the perfect preparation for becoming a news director 11 years later!

Because new managers are important and in need of training, I've collected lots of resources for them in a special section that can be accessed on the left rail of this blog -- see "Help! I'm a New Manager" under Hot Topics.

Here's some quick advice for new managers -- don't make these five very common mistakes:

1. Assuming your job is mostly about product rather than people. The only way you can improve the product is through the people. You have to know them well enough to lead them.
2. Assuming you can still be buddies with all your old buddies in the newsroom. You can still be friendly and helpful -- and share core values. But you can't play favorites and can't abandon your stewardship role for the organization when it conflicts with old loyalties to friends.
3. Assuming the veterans on staff don't want or need your help. Veterans and highly skilled staffers want your support. Don't shy away from them because you're intimidated. Ask how you can help them do their best work.
4. Assuming you have to change personalities to prove you are the boss. Don't imitate an old boss, be yourself. You may need to modify some old habits -- learn to listen or speak up more, be better organized or more tactful -- but don't be a phony.
   
5. Assuming this is the day they find out you lucked into this job and don't deserve it. Guess what? Even managers with years of experience struggle with "imposter syndrome."
   You were promoted for a reason. Build on your old talents and learn new leadership skills. You'll be just fine.

Now that you've gotten past the five mistakes, how about hearing three things new managers need to learn to say? Just click on this SuperVision video:



Note:If you're receiving this via e-mail newsletter and have trouble viewing the video, please use the video player on the SuperVision page.


Remember, too, that "new" can mean green, untested and unproven. But it also can mean: fresh, innovative and improved. Which "new" do you want to be?