An open letter to young managers

Dear (please put your name here .......................),

If you are a young manager, perhaps recently graduated, then there's a good chance you are intelligent, confident and ambitious - keen to make your mark in the world. Chances are also high that you have high expectations of both the job and the organization, and that you are quite independent.

Additionally, if you have been promoted from within the team, then no doubt you have some very good ideas on what needs improving. Your own manager will see you as innovative, technologically savvy and willing to learn. He or she may have said to colleagues "My new team leader / manager will be like a breath of fresh air for the team - just what the doctor ordered."

All of your traits and characteristics are highly valued by your employer - probably the reason you have been promoted so quickly. Applied appropriately, they are very positive characteristics to have and will ensure your success in your new role.

On the downside, these same characteristics that are valued so highly by your employer, may count for nothing with the people you are about to manage. They did not appoint you.

Having worked with many experienced and not so experienced managers, I have seen what leads to success and what can impede success. Below are my nine principles for avoiding career derailment. They are in my own personal priority order and are what experienced managers call "learning how to learn".

Priority #1: Give recognition to your people for good work regularly. Find at least one of your team doing something well every day and thank them specifically for what they have done. This builds a positive culture within your team.

Priority #2: Ask for help when you need it. Use the experience within your team. It's easy to think that "I'm the manager. I'm supposed to know what I'm doing, so it may make me look weak if I ask for help." There's only a very slight difference between self confidence and arrogance. The self confident manager says "I definitely know there is an answer (somewhere) to this challenge or problem." Whereas the arrogant manager says "I have the answer to this challenge or problem".

Priority #3: Keep a Learning Journal. Jot down things in a small pocket book that you think may be important. In particular, when you do overcome a major challenge or problem, take time to reflect (and record) - What was the challenge? What did I do that worked well? What did I do that did not work so well? What will I do differently next time? Review your journal once a week on a designated day and time. Make this a habit.

Priority #4: Avoid snap decisions. Certainly trust your gut instinct, but before jumping into action, reflect - Is this the best approach for this issue at this time? What are some other alternatives?

Priority #5: Admit mistakes. The leadership research suggests that all great leaders share one common trait - they are willing to admit when they are wrong. Admitting mistakes shows that you are human. It also builds trust and respect.

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