All young and upcoming professionals aspire to become managers and lead teams one day. It is a challenge they can’t wait for. While they have all the theory learnt in school, the practical version of it is not as easy as it sounded in the management class. Many young managers get a shocking realization when they are finally promoted and wish there was a practical step by step manual to go through. The 3 months probation period becomes a real baptism by fire!

What if you just knew what to do and how to do it? In the management journal of May, 2010, I handled the young manager’s dilemma and whose discussion unveiled the golden rules that every new manager should observe. The manager’s question is represented below:-

Q: Young manager’s Dilemma

I am in my early 30’s and work as a Regional General Manager for a multi-national company. I lead a unit that has 70 per cent male workers and about 40 per cent are older than me. I have been in the position for six months now having been posted to the East Africa office from Europe. I have the qualifications (in fact I am a PhD), have led successful projects and I believe my company has confidence in my work. However, I feel some resistance in my team especially coming from the older male and female workers some of whom have worked for the company for 15 years. When it comes to feedback, they take it very negatively and say that I am too young and naive to understand how business in Africa is done. How should I approach the issue?

Janice P.

View the discussion as you master the golden rules that do not only apply to young managers but also seasoned managers and executives kicking off on a new appointment on http://www.kim.ac.ke/journal/journal.article.asp?journalarticleid={144197530866}

I do welcome your questions and comments. Write to me on eileen.laskar@careercentre.co.ke / info@careercentre.co.ke

Warmly,

Eileen Laskar

-  Certified Executive Coach (CEC)
-  Certified Professional Career Coach (CPCC)
-  Certified Professional Résumé Writer (CPRW)