by Gregory Smith

Business Columnist

Sometimes a technically qualified employee may attain a managerial position but lack training or experience in the skills required for a successful manager.

This can present a problem both for the new manager and for the people he or she will supervise. Here are some general tips to help new managers find success in their new position.

Most people are familiar with the motto, "Authority is given. Respect is earned."

Employees may obey you because you have authority, but they work hard for you and give you their best efforts because they respect you. It pays to earn the respect of those you supervise.

Lead by example. Set high standards for your employees and even higher standards for yourself. Many successful managers have commented that they would not ask an employee to do something they were not willing to do themselves.

Be open to suggestions. Some of the people you supervise may have more experience in the job that you do; make the most of that experience.

Acknowledge the skills of those you supervise; some may have skills more diverse than your own. Don't feel threatened by experienced, capable employees.

Instead, appreciate their efforts and encourage them to do their best. Many new managers fail to realize that the better those they supervise look, the better they look.

Solve problems quickly. Procrastination will usually just allow the problem to intensify. Failure to address the issue may also cause employees to view you as weak and uncertain of your responsibilities and authority.

Before taking any action, however, be sure you have all the facts from everyone. Sometimes what you see is really the symptom of a deeper problem.

Learn to distinguish between a good employee who is having a problem at a particular point in time and the person who is truly a "problem employee." You can quickly lose the loyalty and confidence of a stable, valuable employee by overreacting with a written and/or verbal reprimand.

Don't reprimand an employee in public. If you need to discuss concerns about an employee's performance, attitude, etc., do so in private.

Take time to truly listen to what the employee has to say about the situation. Don't assume you know all the facts until you've listened to all sides of the matter.

It may be something as simple as a case where the employee misunderstood what you expected of him or her. The goal is to find a solution to the problem, hopefully one that will not call for the termination of the employee.

Provide support- Take time to be aware of employees who need emotional support. Remember that your subordinates are human beings whose lives outside the office can influence their behavior in the office.

Although ideally people leave their personal problems at home, the truth of the matter is that not every employee is capable of doing this. Someone who is trying to deal with the pressure of a seriously ill parent, spouse or child will appreciate a brief word of understanding and sympathy.

The manager who is willing to give emotional comfort can make a difference not only for the employee under stress, but in how other employees view him or her both in the present and in the future.

Do not gossip or make disparaging remarks about others- A new manager promoted "from the ranks" may find it tempting to discuss matters with former co-workers, especially those considered personal friends. This won't work.

When you become a manager, as much as you may have liked and respected the people you worked with previously, it is not appropriate for you to discuss management matters with them.

Finally, keep in mind that your role as a manager calls on you to both understand situations fully and, as much as possible, serve the needs of those you manage.

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Gregory P. Smith, author of The New Leader, and How to Attract, Keep and Motivate Your Workforce. He speaks at conferences, leads seminars and helps organizations solve problems.

He leads an organization called Chart Your Course International located in Conyers, Georgia. Phone him at (770)860-9464 or send an email at greg@chartcourse.com. More information and articles are available at www.chartcourse.com.