To ask how to be a manager?

Oh yes good spot. Staying 'adult adult' is really important

A look at transactional analysis would be good :) theres some helpful youtube clips on it x

Just be yourself. Listen to your team. Have clear goals

Do read books and listen to podcasts.
You are going to be great.

If your role involves a bit of everything then I would start by writing a list of the key things that need to be done in the first month for each part.

So for project management, it could be onboarding all the new starters, setting a project schedule, hitting milestone 1 on it. The team should have a short regular meeting to check on project progress (once or twice a week?) and be very focused on that specific project and timelines and deliveries - clear agenda in advance, no going off piste on other topics.

People management - initial 1 to 1 with each person, setting specific SMART goals (specific, measurable, achievable, relevant, time based) so Magda will complete training course A or read manual B or led their first planning meeting by the end of the month. This should be development goals rather than project milestone goals - eg that they have learned something/trained on something/improved something/done something for the first time rather than a general milestone in the project. Project milestones should be in project management meetings, not personal development (although the development goals should be relevant to the project).

Strategic management: what are the first things that need to happen - budget review? Audit review? Etc.

The key is dedicating time to management which is hard if you are also doing the actual skilled job you do (eg keeping things going!). So not only should you book in the 1 to 1 personal development meetings and the weekly team project management for the month at the start so you are committed to that time, you should book out a couple hours in your diary to prepare for the meetings, review your strategic progress etc.

Good management takes time - around 20pc of your time should be on personal, project and strategic management and not on doing the actual skilled tasks of the department.

Often bad management is just managers who don't have time (or don't make time) to spend on managing. They get stressed, projects fall behind, teams feel neglected etc. So you need to make clear to your manager that you must have sufficient time to manage a team and not try and squeeze it in around a full time role in your niche skill

Also you won't get it all right so don't worry about achieving perfection but reflect on how you can improve. Could the goals you gave someone have been more SMART? Was the project schedule for week 4 realistic?
Ask the people you manage to give feedback too - do they feel like you've set sensible project milestones? Do they feel their personal development goals are realistic?

I think it still holds up well.

There are loads of management books - Managed By Morons is a pretty funny, dry book but very practical too.

LinkedIn Learning has a lot of courses too and you can search by scenario.

Also have a look for Mark Eddleston's New Ways Of Working playbook on LinkedIn.

That's helpful if you already understand their workload and how long the tasks should take

A lot of management theory fits in the compassionate leadership arena at the moment (sounds from your comments that this fits in with your intended approach OP)

Agree with the poster above who said about discussing the preferred approach with each team member and treating them like rational adults

Think about how best to keep everyone up to speed and informed on relevant things- will this work best with a team meeting, weekly email, individual emails? Are they collaborating on projects or working individually? * ime, this is an area that can be difficult. Nobody wants to be stuck in a pointless meeting about topics that are irrelevant to them every day, but I've also worked in a team with minimal communication from the team manager and we were frustrated not knowing what was happening, who was allocated what task etc

With regards to your company management training link not working, can you raise this with HR or your boss to clarify that the training hasn't moved/it's not a temp glitch etc?

Best of luck, you are already starting with a conscientious and thoughtful approach which is a good start

I have just got my first management role as well. Although not started it yet so not much advice.

I have started using one note as I was conscious I didn't keep enough meeting notes. I find it quite good as you can have a page for each topic and then sub pages within it for meetings.

I want my team to know I will back them up. I would also say I need to find the balance of knowing what they are up to but leaving them to work. I am not sure my last manager had any idea what I was doing! We are all quite independent though and only ask when we have problems.

We already have a weekly team meeting where we talk about what we are working on - that is good as it keeps the rest of the team involved.

We have a learning portal and I have started a management course on there - it's quite good.

HR are also going to provide support in training materials for me.

Speak to the guys you manage

Ask them their preferred learning style and management style

Do they prefer deadlines and then to be left alone? Or do they need a reminder when deadline approaching? Do they learn via written guides or watching another work

With 2 staff you can tailor make it a little to suit and enhance the staffs experience - and provided they perform be hands off and rewarding in approach. Generally that gets the best results, if you treat people like adults most (not all unfortunately) tend to act like adults

But it might be dated now.

I've heard the book "one minute manager" recommended.

I'm a newish manager in a different sector so I did loads of research. I agree with similar comments, set boundaries, being friendly but not friends, be thr manager you've enjoyed working under.

Are you on tiktok? There's loads of accounts on there that provide advice on how to handle different situations, giving feedback, handling conflict, managing priorities, what not to do.

It's worth considering that everyone may like to be managed differently and how you like things may not work for other people.

Id recommend a book called Surrounded By Idiots - Thomas Erikson. Which looks at how to handle and work with different personalities, their strengths and weaknesses. There is a book, but if you're on Spotify there is a podcast version. Really enjoyable.

I'm not a manager, but manage a lot of tasks & events. I use a mixture of outlook calendar reminders, Trello (app / software) and bits of paper. Start at the end date - when is the project due / event happening, and work backwards.
Do invites / tasks need to be sent to people? When? When do you need replies by / people's tasks completed in order for the whole project to be completed? Will they need a reminder at some point? Do you need to build some slack into the timescale in case things go wrong / holidays / someone goes off sick? If you are on holiday / go off sick, will your team know what they need to do and by when?

I think a good manager will manage people in different ways, according to what they need. I work best when I'm told what to do and am then left alone to get on with it, without someone checking up on me every five minutes. As long as I can ask questions if I need to, I'm best left alone to crack on.
Other people might need more hand-holding, or prodded to stay focussed / motivated / whatever. I guess you'll get to know people and how they work best. But all the best managers I've had have been ones that treat people differently, and that also aren't threatened by people in their team - who are afraid to encourage potential and let people get on if they're good enough to. It shouldn't be about personality; it's about potential.

I was going to recommend this, too!

Highly recommend the Ask A Manager website! Really interesting and sensible advice on all different topics, about employment generally but loads on management. If you look at topics for new managers on there you should find some really valuable stuff.

Do you know the jobs of the people you will be managing, or are there some aspects that will be new to you?
I'd start by booking a 1:1/appraisal with each team member to see where they are up to, get a sense of their workload and where there development need are. You can also lay out your expectations of them as well

Does your workplace offer any management type training? If not, ACAS offer some people management training courses that may be worth a look at (I've not used them personally, but they seem a reputable place to start looking- other posters might be able to make recommendations here)

It's great that you are considering being flexible, but make sure you are reasonable and consistent in your approach

I echo the poster above- being a good manage is not being someone's mate- but you should be approachable and friendly

Learn how to handle negativity without taking it as a personal slight- you can rarely make everyone 100% happy all the time

Never only listen to 1 side of the story, and never send an email whilst you are angry (advice from a previous manager of mine)

As a manager, your role is to lead, inspire, coach and encourage those reporting to you to deliver your company objectives.

Look at what your annual goals are, and how they should be delivered across your year team.

I'd meet one-to-one with each team member to go through the objectives which you derive from the goals, and so they can ask any questions. Once agreed, I'd formalise this in a Word document that you both sign.

I run a team of 30, with 2 direct reports, and teams below them. I generally have a weekly half hour in the calendar for both, monthly 1 hour each to run through objectives formally, and a monthly department meeting with all 30 staff to help build team cohesion and keep everyone connected. I encourage my managers to meet weekly with their teams so everyone is on the same page, and issues can be identified early.

I also have annual reviews with my 2 direct reports, where we consider performance against objectives/KPI's and bonus/salary increase.

I'd keep it very simple at first. Be very clear what the purpose of your team is and what needs to be achieved. Then delegate clearly to each of them the tasks they need to complete for the team to achieve their goal, with some specific qualitative and quantities measures such as targets, if appropriate to your work. You need to be familiar with their job descriptions to ensure what you're asking of them is appropriate. Then make sure you review regularly to make sure they're on track and you identify issues early. Give encouragement and specific constructive feedback. And that will do for starters. As you work with them you will learn their strengths and can start to bear these in mind when allocating work. You will also identify areas for development and can support them with these. Any unexpected issues, particularly arising from your colleague with a protected characteristic, don't guess, get advice!

Take management courses if you can. Doesn’t have to be big heavy stuff, just short courses if you can access them. Managing people isn’t intuitive or obvious, some people are naturally good at it and some aren’t, and some make mistakes.
The fact that you’re asking for advice means you’ll be a good manager imo!

Would your employer pay for management training? It would be odd for them to refuse, because they are leaving themselves open to liability.

The best managers I've had are the ones that treat you like adults. My current ones let everyone get on with their jobs and have an open door policy. They are also aware that life takes priority and as long as the work is done they leave you to get on with it. The worst are the ones that micro manage you and treat you like they are on a pedestal to you.

Your job is to make sure people know what their job is, what's expected of them and when, and do they have what they need to do it. The doing of it is their job.

If you can give them clarity and trust, it goes a long way