Customer Service Director role
Discussion
I have applied for a job internally - CS Director. This will be managing a team of about 10 managers globally. None of these guys have direct reports.
I work in the Tech space.
I think I can do it, but it is a bit out of my comfort zone, I havent managed a team in years (I have worked in a few different roles, Admin, software support, project, service delivery manager but no direct reports)
Any thoughts/ or tips? Nervous as f if im being honest.
I work in the Tech space.
I think I can do it, but it is a bit out of my comfort zone, I havent managed a team in years (I have worked in a few different roles, Admin, software support, project, service delivery manager but no direct reports)
Any thoughts/ or tips? Nervous as f if im being honest.
Similar, I have previously run big teams of people, but have been going solo in a BD role for the last 4-5 years. The last year or so, I have been managing a direct report...and I have been rusty!
My big tips are set regular rhythms - weekly chat about the work, monthly about the person. Stick to the topics, that monthly will let you get inside the head of the person you are managing and help understand their goals. Them progressing and developing should be your goal - it gives you the immediate benefits and perhaps keeps them in role for a little longer (accept they may go at some point). If you have a middle management/leaders between you and the team, get them doing it with their staff.
Great at grow at works well - even better if you start every meeting with it (staff gives you great at, grow at feedback - you then give to the staff). Very uncomfortable to start with, but such a great tool. Having your team tell you how to improve every month, and building an environment where they take feedback as a way to improve is a great pathway to developing high performance.
My big tips are set regular rhythms - weekly chat about the work, monthly about the person. Stick to the topics, that monthly will let you get inside the head of the person you are managing and help understand their goals. Them progressing and developing should be your goal - it gives you the immediate benefits and perhaps keeps them in role for a little longer (accept they may go at some point). If you have a middle management/leaders between you and the team, get them doing it with their staff.
Great at grow at works well - even better if you start every meeting with it (staff gives you great at, grow at feedback - you then give to the staff). Very uncomfortable to start with, but such a great tool. Having your team tell you how to improve every month, and building an environment where they take feedback as a way to improve is a great pathway to developing high performance.
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