Most of the first-time managers face numerous management challenges: sometimes it can be particularly challenging for a promoted manager to lead those he or she used to closely work with such as peers and perhaps has a personal relationship with. For instance, the leadership wrangle that recently dodged G4S, a UK based security firm ( Glowacki, & von Rueden, 2015) . Such leaders will need to learn how to separate those personal relationships from work. One way of overcoming this kind of challenge is to teach those leaders how to give feedback. This will greatly help them feel more comfortable in giving each member of their team his or her work input. According to Singh and Stanage (2017), reminding them that they should not view constructive feedback negatively, but rather a constructive way of helping their team members achieves their goals in a more efficient way. After perfecting the art of giving feedback, managers of organizations need to demonstrate leadership, and communicate well.
Encouraging managers to embrace feedback and communication skills, has two benefits: it will help to create an atmosphere of free communication within the organization resulting in a culture of feedback within the organization, for instance, whenever team members see their team leader as an open manager, they will feel more inclined to share information and give feedback on areas they feel an organization needs to adjust on ( Philippidis, 2019) . Similarly, it is an indication that the manager is willing and ready to learn and improve on new leadership skills. However, feedback and lack of communication is not entirely a first-time manager’s problems, but rather cut across to even long-serving managers as well ( Singh, & Stanage, 2017) . It is for this reason as to why it is prudent for organizations to conduct time-to-time in-house leadership audit to ascertain that the company is managed in accordance to laid down policies and rules governing the organization.
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Link to G4S website: https://www.google.com/url?sa=i&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjyq8W1ifPhAhVNbBoKHR11DNsQMwg5KAAwAA&url=http%3A%2F%2Fwww.g4s.com%2F&psig=AOvVaw3R1gLjiOaSvYzSaedF8Grw&ust=1556550716850431&ictx=3&uact=3
References
Glowacki, L., & von Rueden, C. (2015). Leadership solves collective action problems in small-scale societies. Philosophical Transactions of the Royal Society B: Biological Sciences , 370 (1683), 20150010.
Philippidis, A. (2019). Amplification Litigation: Human Genome Project Leader Among Shareholders in Legal Wrangle Over Milestones for PCR Alternative.
Singh, N., &Stanage, F. (2017). Regulation among leaders for service improvement. British Journal of Healthcare Management , 23 (5), 214-219.
