January 25, 2014

The Young Professional’s

Guide to Managing
Building, Guiding, and Motivating Your
Team to Achieve Awesome Results
Aaron McDaniel

©2013 Aaron McDaniel

Adapted by permission of The Career Press, Inc.
ISBN: 978-1-60163-254-8

Key Concepts Introduction

• An exemplary STAR manager is Savvy, Tena-
cious, Adaptive, and Resourceful.
• STAR managers support their employees but
expect them to take responsibility for their work.
• Effective team building relies on the manager’s
skill in recruiting and developing talent.
• STAR managers establish a team culture based on
trust.
• By motivating employees, managers empower
them to succeed.
• Recognizing team and individual achievement is
an important component of successful manage-
ment.
• STAR managers leverage the talents and experi-
ences of diverse generations for team success.
• STAR managers constantly monitor their own
development and seek opportunities for growth.
In The Young Professional’s Guide to Managing,
Aaron McDaniel examines topics that would be
of interest to new managers, such as setting goals,
creating a cohesive team dynamic, and effectively
managing employees from different generations. The
information combines wisdom from management
courses, psychology, sports, and hands-on experience
to help young professionals take on new responsibili-
ties as managers.
Part I: Management Basics
Transitioning to Manager: You Are Not an
Individual Contributor Anymore
The role of manager is far different than that of an
employee. Managers must not only take on the role of
leading others, but also answer for the work of those
being managed. Middle managers are especially cru-
cial to a company’s success; they contribute more than
any other employee to the job satisfaction within their
teams. Managers have significant influence over the

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 Team player
The Young Professional’s Guide to Managing
Exemple
salaries, bonuses, and raises the company gives to
their team members. They also dictate work responsi-
bilities and deadlines.
The manager must use the power and influence of
the position judiciously and in the best interests of
the team. Management does not come with complete
autonomy. Every manager is answerable to the next
level up. Those in positions of authority must earn
credibility and the trust of their teams if they want to
be respected and followed.
In order to become a STAR (Savvy, Tenacious, Adap-
tive, and Resourceful), new managers must:
• Put the team first
• Use power and authority wisely
• Take personal responsibility and responsibility
for others
• Choose words carefully because they set the tone
for the team
• Know when to take control and when to give it
away
• Be a manager rather than a friend
• See plans through to completion
• Be flexible enough to change a plan that does not
work
• Be willing to admit gaps in knowledge and ask
for help
• Be hands-on and learn by doing
Managers must assume several roles, from psy-
chiatrist to facilitator. Knowing when to act in the
appropriate role is a skill that is critical to becoming a
STAR manager.
Getting off on the Right Foot: Success as a Manager
from Day One
Effective management begins on day one. Setting
expectations right away is crucial to avoiding mis-
understandings later down the road. Standard
expectations for employees include:
• Being on time
• Being communicative
• Being responsive
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Aaron McDaniel
• Having back-up personnel to cover during
absences
• Being accountable
STAR managers also understand they are accountable
to meet these expectations. They invite their teams to
set some expectations of their own, such as remaining
accessible and helping when problems arise.
At an initial meeting with a new team, the manager
should set a specific tone. If the team is in trouble, the
manager should be forceful and decisive; if the team
is doing well, the manager should be encouraging.
During the first 30 days with a new team, managers
should create a foundation of understanding, setting
out clear goals according to the job responsibilities
of the team and the challenges it faces. The manager
should meet with team members individually to learn
about each person’s motivations, work style, and aspi-
rations. If possible, the manager should schedule days
for shadowing each team member during the first 30
days of working together.
Patience is important in the early stages with a new
team. Managers need time to learn individual and
team styles. Some managers even spend the first
Further Information
Information about this book and other business titles:
www.careerpress.com
Click Here to Purchase the Book
Related summaries in the BBS Library:
The Young Professional’s Guide to the
Working World
Savvy Strategies to Get In, Get Ahead,
and Rise to the Top
By Aaron McDaniel
The First-Time Manager
Sixth Edition
By Loren B. Belker, Jim McCormick, and
Gary S. Topchik
The Young Professional’s Guide to Managing Aaron McDaniel

month simply observing the team in action. STAR bers. By delegating, managers develop new skills and
managers recognize the importance of setting out on a sense of ownership within the team. STAR manag-
the right foot in working with a new team. ers let go and allow their employees to complete their
work, but they follow up to ensure successful comple-
Workload Balance: You Cannot Always Have an
tion. Then, they reward the team members involved
Open-Door Policy
and recognize their accomplishments.
Rookie managers who do not learn how to balance
their workloads end up stressed
and overworked. Taking on too
As a manager, it is important that you understand the power
much responsibility for solving and influence you have, and also that you should not abuse the
employee problems means taking role you have been given. Young managers must be even more
time away from managerial tasks. conscious of this opportunity and must learn to care not only
STAR managers employ several
strategies for achieving balance:
for themselves but also for their people.
• Prioritizing administrative tasks and managerial Team Operations: Effective Meetings and Beyond
responsibilities
Effective managers run efficient meetings and keep
• Controlling administrative workloads by sched- their back offices well organized. Team meeting time
uling time daily to complete essential tasks should be sacred. Setting the agenda in advance makes
• Creating clear ownership of work to ensure the meeting more effective. STAR managers should:
employees take responsibility • Tie in team goals to meeting topics
• Mastering the open-door policy with time limits • Allow time for team venting during each meeting
• Leveraging tools such as a calendars to balance • Incorporate learning opportunities
workloads
• Recognize team accomplishments with “shout
• Delegating responsibilities outs”
Managers who delegate tasks effectively take care to STAR managers take notes during and after each
choose the right person for the job. They explain the meeting for later reference. They develop additional
task in detail to get the right outcome and confirm that strategies through trial and error to address such
the team member understands the work to be done. problems as employee tardiness or inattention to
If the task is complex, STAR managers know how to detail. Enforcing rules keeps team members focused
break it into manageable pieces for several team mem- and productive.
Caught in the Middle: Managing the Competing
Interests of Your Boss and Your Team
About the Author Managers are often caught in the middle between
Aaron McDaniel is regional vice president at supporting team members and backing up corporate
AT&T. He graduated from UC Berkley’s Haas decisions. Employees want less work, more freedom,
Undergraduate School of Business. As an and more autonomy. Bosses want consistent results
entrepreneur, McDaniel is involved in several and unanimous support. The manager is a filter for
ventures. He enjoys coaching others from the communications between executives and work-
Millennial generation in leadership and orga- ers. The STAR manager presents a united front with
nizational dynamics through such programs as higher-ups. Translating, advocating, and negotiating
Spark Source, a career incubator. between bosses and team members are important
STAR skills.

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The Young Professional’s Guide to Managing
Peers are often one of the best resources of help and
support for a new manager. They offer perspectives
on common problems, backup the new manager as
needed, and offer opportunities for friendly competi-
tion.
It Depends: The Contingency Approach to
Management
STAR managers recognize that each problem they
face has unique aspects. At the same time, they
understand the importance of dealing with issues in
a consistently fair way. The most effective managers
take a contingency approach. Four factors influence a
STAR manager’s decisions:
1. The situation
2. The employees involved
3. Established team principles
4. Past precedents
Managers may encounter situations where definitive
action is the best strategy. Identifying and eliminating
personnel or processes that hinder progress requires
managerial acumen. The specific employee at the
center of a controversy often affects the manager’s
approach to the problem and the ultimate decision.
While each employee is different, the ability to recog-
nize some general types of employees may help:
• The high flyer is a consistent top performer for
whom a reward of greater responsibility may be
in order.
A manager is a lot like a politician who has to toggle between
supporting constituents and supporting the leaders of his party.
You must be an advocate for your people but also support the
goals and vision set by your boss.
• The roller-coaster rider is dependably inconsistent
and requires supervision.
• The has-been once held a higher position and
expects special treatment. Rewards may improve
performance.
• Aspiring friends hope to develop an “in” with the
manager. Managers should relate to them on a
professional level to prevent a personal conflict.
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Aaron McDaniel
• The contrarian, or arguer, fights management ini-
tiatives. Using this person as a resource can make
the criticism constructive.
• The social director wants work to be fun and can
rally team members around management initia-
tives.
• The wing person is open to influence on both sides
of an issue and can be a valuable ally.
• The downer always looks for the negative. Manag-
ers should take care that this influence does not
take over the team.
• The hand holder dodges accountability by over
dependence on management. The leader should
require the hand holder to make decisions.
• Talkers are big on plans, short on follow-through,
and require coaching.
Part II: The 10 Skills of STAR Managers
1. Building an Unstoppable Team
STAR managers surround themselves with people
whose talents and intelligence fill in the gaps. Wise
hiring choices can make or break a team. When devel-
oping a pool of candidates to screen, direct referrals
from colleagues or peers are generally preferable to
generic searches, although STAR managers are care-
ful to scrutinize even referred job candidates. Also,
hiring internally has advantages over hiring an inex-
perienced person. The important strategy is to cast a
wide net with many options to choose from.
Screening resumes properly is the
next step. Managers should pay
particular attention to past expe-
rience and quantitative results
in previous jobs. Identifying any
red flags saves time later. When
moving to interviews and selection, managers should
look for candidates who demonstrate leadership, cor-
porate cultural fit, aptitude for transition, initiative,
and follow-through. The tone of the interview should
be consistent with the manager’s style, so that the can-
didate can get an idea of the work environment.
Asking the right questions is important. Effective
interviewers ask about the resume, strengths and
weaknesses, past performance reviews, and why the
The Young Professional’s Guide to Managing Aaron McDaniel

current job would be a good fit. The candidate should
also have the chance to ask questions after the inter-
view.
STAR managers learn how to trust their instincts
about job candidates. Asking for the input of peers
and or bosses during interviews provides a wider per-
spective. In addition, STAR managers always check a
candidate’s references before making a final decision.
2. Creating Focus
Among the primary roles of the manager is using the
compass of leadership to guide the team to its goals.
Vision sets a team’s focus and determines it practices.
Goals are more specific and shorter term. STAR man-
agers are strategic thinkers who anticipate obstacles
and trends that affect the team’s success. They are
largely responsible for crafting a team vision and set-
ting simple goals that align with job requirements.
Team leaders fill three roles during vision/goal devel-
opment:
1. They act as visionaries who set goals and illus-
trate the ways to achieve them.
Many benefits follow from team trust, including
open communication, comfort, momentum, follow-
through, and mutual respect. A strong working
relationship with employees is a precursor of trust,
and empathy is at the core of a strong relationship.
When employees see that the manager cares and tries
to help, that builds trust.
Buy-in is the team’s commitment to the manager’s
leadership and the attainment of common goals. The
manager can use several strategies for achieving team
buy-in:
• Ask for ideas and feedback
• Explain what is in it for the team
• Support what is important to the team
• Have humility
• Build consensus
Team building includes incorporating the sense that
everyone is working toward a common goal. A sense
of “we” creates collaboration and trust within the
team.

2. They are catalysts that foster A team culture manifests itself in many different ways, from
action through empower-
ment.
team traditions to accepted rules and even norms for interacting.
No matter what the makeup of your team’s culture, it is an
3. They keep teams on task
toward goal achievement.
important factor that determines the level of success your team
achieves.
3. Getting Buy-In, Support, and
Trust 4. Constructing the Team’s Culture
Teaming, or acting as a single unit with a common The success of a team depends on the culture that
goal, is essential in effective team management. Trust the manager cultivates. Some characteristics of great
is the basis of a cohesive team. To foster team trust, team cultures include:
managers must:
• Team unity
• Trust themselves
• Empowered employees
• See things from the team point of view
• Positive mindset
• Follow through
• Belief in the manager’s leadership
• Explain the “why”
• Honesty
• Be consistent
• Helpfulness
• Act transparently
• Communication and collaboration
• Admit when they do not know the answer
• Flexibility and agility
• Maintain unity
• Accountability and ownership
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®
The Young Professional’s Guide to Managing Aaron McDaniel

• Resilience • Emphasizing the importance of employees’ work

• Consistency • Delegating responsibility
STAR managers develop team culture by starting with • Giving freedom to act
everyone on the same page. They ensure everyone is
• Asking for employee input
engaged with the project and with each other. They
create consensus and allow dissent. • Making the workplace positive
• Allowing mistakes
By definition, empowerment is about enablement while
motivation only involves giving someone a reason to act a When a team is not motivated,
it loses unity and focus. Perfor-
certain way (in other words, a “motive,” inciting them to action.
mance drops and top talent goes
When you empower people, you give them the power and elsewhere. Empowerment is
authority to achieve. important because it gives people
direction, builds morale, creates
5. Developing the Team through Feedback momentum, fosters team engagement and generates
Successful managers maximize each team member’s innovation.
potential. Effective managers adhere to two rules: 7. Removing Obstacles
1. Praise in public and correct privately Removing obstacles to success shows that the manager
2. Praise what is right and coach to fix what is wrong is a team advocate. An obstacle may be a personnel
conflict or a lack of freedom to make decisions. Man-
STAR managers develop a keen sense of the right time
agers can uncover the obstacles that stand between
and place for these duties. They should keep feedback
the team and its goals during feedback and venting
task-focused rather than person-focused and should
sessions. The manager who removes obstacles keeps
not openly compare employees’ performances.
the team focused, creates momentum, and enhances
Coaching opportunities come in three categories: the job satisfaction. Before removing an obstacle, manag-
regular, short-term status review, periodic perfor- ers must:
mance reviews, and informal feedback. Scheduled
• Understand the issues
one-on-one reviews are the most important. Periodic
performance reviews occur once or twice per year and • Shoulder the burden for the team
cover general performance and goal setting. Informal • Get creative and innovate solutions
feedback typically consists of on-the-job coaching.
• Consult with higher-ups
6. Empowering the Team
• Consider short-term solutions
Motivation comes from belief in the ability to suc-
cessfully reach goals. Effective managers leverage • Follow through
motivation as a tool while STAR managers actively • Engage others to assist
empower their people. When employees have the
power and authority within themselves, they have a 8. Recognizing Team Members
greater desire to achieve. Some of the strategies that STAR managers thank employees with awards and
STAR managers use to turn motivation into empow- recognition to keep them motivated. Several types of
erment include: awards are effective, including:
• Talking about rewards rather than punishments • Bonuses or raises
• Aligning people with their strengths • Certificates or trophies
• Connecting management goals with the team • Public recognition

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The Young Professional’s Guide to Managing Aaron McDaniel

• More job responsibilities/authority Part III: Developing Into a STAR

• Time off Manager
The Manager’s Blueprint
• Mentoring
It is important that managers formulate and accu-
• Gifts or meals
rately communicate their management styles to their
• Parties teams. Effective managers adopt styles based on their
own strengths, weaknesses, and preferences. A good
When results are negative, STAR managers take the
manager’s skillset includes effective delegation, clear
blame and the responsibility to improve. When results
expectations, definitive decision-making, employee
are positive, they give the credit to the team. Recogni-
development and advocacy, and consistency. STAR
tion helps transform motivation into empowerment.
managers are fair, they follow through, and they are
Getting together to enforce shared principles creates a
committed to doing what is best for the team. They
feeling of community. Rewards foster a shared sense
have strong principles and values.
of appreciation.
Connecting with a coach or a good role model
9. Managing People of Different Generations
helps inexperienced managers develop an effec-
When managing people of diverse ages, it is impor- tive management style. Building systems to monitor
tant to maintain a contingency approach or risk leadership growth helps managers self-evaluate. Man-
alienating team members. General age groups include agers should develop a STAR blueprint for packaging,
Baby Boomers, who have a wealth of experience but implementing, and communicating their style.
may be resistant to change; Gen-
eration Xers, who are midway When crafting your management style, it is important to
through their careers and skepti- conduct a personal inventory. This involves mapping out your
cal of authority; and Millennials,
strengths and weaknesses, and also taking note of the good and
born between 1980 and 2000, who
are optimistic and tech-savvy. bad techniques you have experienced from other managers.
STAR managers optimize the strengths of each gen- Continual Development and Improvement as a
eration. Asking older, Baby Boom-era employees for Manager
opinions on topics that affect the team is a good strat-
STAR managers put effort into developing their
egy because their experience is valuable. Giving Gen
management acumen, leveraging resources, gaining
Xers time off to spend with family is a great reward
exposure, and maintaining a sense of empowerment.
and motivator. Providing a diverse environment and
They are proactive in finding challenging opportuni-
advancement opportunities makes a difference with
ties for growth, focus on their strengths to heighten
Millennials.
their efficacy, and actively monitor their own per-
10. Driving Results That Drive Others formances, looking for ways to improve. Managers
should always seek feedback from outside sources.
Effective managers achieve results through their team
members by executing a plan and meeting goals. The STAR managers also expect failure in both results and
formula managers should follow is: Success=Passion team relationships. Periodic failures are inevitable
x Skill. when managers are doing their jobs well.
STAR managers build team skills through hiring Part IV: Finishing Touches
selectively, training, coaching, and delegating respon- Just like a guide on a hike, managers set the pace for
sibility. They develop team passion by providing an the team. They choose a starting point and a destina-
inspiring vision and a growth-friendly environment. tion, and identify the appropriate paths in between.
They encourage trust and empowerment. Managers Managers remove roadblocks so that teams can reach
should always give their best and ask the same of their goals. They supply feedback, encouragement,
their employees.
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The Young Professional’s Guide to Managing
and technical assistance. They make sure no one gets
left behind or lost. STAR managers inspire outstand-
ing results long after they have moved on.
g g g g
Features of the Book
Estimated Reading Time: 6–7 hours, 224 pages
The Young Professional’s Guide to Managing is a
handbook for professionals who are starting to take
on management responsibilities and supervisory
roles. The book is a virtual laundry list that comprises
an excellent primer for the budding manager in the
initial stages of team building.
Short chapters and consistent formatting make it easy
for young professionals to absorb management con-
cepts and helpful advice. Each chapter begins with a
“What to Expect” preview of the subject matter and
closes with “The STAR Manager vs. the Dope Man-
ager” examples, plus a reference for further reading
online. Aaron McDaniel formats much of the informa-
tion throughout the book in numbered or bulleted lists
for easy access. Because of the way the author struc-
tures his information, readers can benefit as much
from skipping back and forth through the chapters as
they can reading cover to cover. Each chapter’s title
and subtitle clearly indicates the topics to be covered.
Contents
Foreword by Jim Kouzes
Introduction: You’re the Boss Now: What Being a
Manager is Really All About
Part I: Management Basics
Chapter 1: The 25 Attributes of the Successful Young
Professional (They Apply to Managers Too!)
Chapter 2: Transitioning to Manager: You’re not an
Individual Contributor Anymore
Chapter 3: Getting off on the Right Foot: Success as a
Manager from Day One
Chapter 4: Workload Balance: You Can’t Always Have
an Open-Door Policy
Chapter 5: Team Operations: Effective Meetings and
Beyond
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Aaron McDaniel
Chapter 6: Caught in the Middle: Managing the Com-
peting Interests of Your Boss and Your Team
Chapter 7: It Depends: The Contingency Approach to
Management
Part II: The 10 Skills of STAR Managers
Chapter 8: Building an Unstoppable Team: Interview-
ing, Identifying Talent, and Hiring
Chapter 9: Creating Focus: Building Your Team Vision
and Goals
Chapter 10: Your Team Is Like a Family: Getting Buy-
In, Support, and Trust
Chapter 11: Constructing Your Team’s Culture: The
Environment You Create Sets the Tone
Chapter 12: Managers Are Coaches: Developing Your
Team Through Feedback and Beyond
Chapter 13: Empowering Your Team: Motivation Is
the Fuel of Peak Performance
Chapter 14: Removing Obstacles: The Overlooked
Role of a Manager
Chapter 15: Team Recognition: The Power of Saying
Thank You
Chapter 16: Guiding the Old and the Young: Manag-
ing People of Different Generations
Chapter 17: You Can’t Do It All by Yourself: Driving
Results Through Others
Part III: Developing Into a STAR Manager
Chapter 18: The Manager’s Blueprint: Building and
Refining Your Management Style
Chapter 19: Managing Yourself: Continual Develop-
ment and Improvement as a Manager
Part IV: Finishing Touches
Conclusion: The STAR Manager in Action
Index
About the Author
The Young Professional’s Guide to Managing Aaron McDaniel
g g g g

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