Taking Charge Be Know Do
Be: Be everything you were before, nothing has changed except that your now in charge. Be however, the leader now. Be seen by your subordinates. Subordinates like to see a team player, the voice, the person, not a desk or paste stickers. Be aware of the companies goals, objectives, shortfalls and priorities. Be attentive to new company policies and also to those that are , have been violated or slack in. Some companies have had emplaced a floor man to reinforce company policies that the old regime had overlooked or not enforced for one reason or the other. Don't get caught short. Be ready to receive criticism and input. Be receptive to both. Both from your superiors as well as your subordinate. Be however, ready to ask for input on how to improve the shortfalls. By asking this , you will find that the criticism stops and the input increases the performance of the team. It's a win situation.
Know: Know your job. You knew your job, the job you had before becoming in charge. Now you need to learn your job. Know your team. Find out a little about them.Their strengths, weakness, likes, dislikes. This will give you an insight when there are issues of either performance or personal. Know your natural leaders. These natural leaders have no desire to put on the suit but have unique ability to rally the troops around them. Use them toward your advantage, not against. Don't feel threatened by them, they are not after your job. Finally know your job. cannot stress this enough. Read up on the companies policies. Look toward tomorrow but keep your feet firmly in today, the here and now. Keep looking for ways to improve, even if it is working smoothly now.
Do: The most important of all, do. Do work as a team. Do lead, not lead. Do accept responsibility for the good as well as the bad. Do recheck your work.Do keep your subordinates informed as well as your superiors. Keep the communication flow open. Do be seen, heard doing things.It is your job. Do not promise what you cannot deliver. Do not delegate responsibilities without delegating authority and there is a thin line between the two. Do allow team development by assigning small tasks then upon evaluation, bigger ones. The more the team develops the more time you have to work more on your Be, Know and Do's. It is a win , win situation.