Often times, new managers inherit one or two employees and had no say in the decision. This can be frustrating for the new manager and equally frustrating for the employee. How can new managers overcome these challenges and take charge of their group?

I can't tell you how many times I've had new managers call me to ask how they should go about managing difficult employees within their group. Often times, the new manager inherited one or two employees and had no say in the decision. This can be frustrating for the new manager and equally frustrating for the employee. Regardless, you should move ahead confidently. Establish yourself as the manager and set clear guidelines and expectations. Rest in the knowledge that senior management will support you as a new manager. How can you be sure? Think about this...the whole point of management is to empower those responsible for overseeing each department within the organization. They do this by providing the tools and support needed to facilitate each manager's role throughout the organization. Senior managers should never swim down to the bottom of the organization to work out problems at the foundational level; not because foundational employees are unimportant, but because if they wanted (or could) do it themselves, they wouldn't have hired you. Further more, if you find that your senior manager is spending time resolving your department's issues, either you are not succeeding as a manager yourself or your manager has yet to feel confident in your management ability. Here are a few tips that should help you own your role as a new manager -

Be Confident. You were chosen for this position. Own it. While it is common to question yourself from time to time, don't let it become debilitating. You can do this job. You should do all that you can to ensure you are learning the latest information about your role or area of expertise. Attend conferences (there are free options offered such as webinars, lunch-and-learns, or one hour breakfast seminars) and make contat with other managers in a similar position or industry and network!

Don't Apologize Or Make Excuses For Being New. Yes, you are new to your role. Yes, you are new to management. But guess what? Everybody's got to start somewhere! Ignore those who consistently remind you that you're new or those who insinuate that you don't know what you're doing. Of course you know what you're doing! Also, keep in mind that it can be difficult for others to quickly accept change. It may take a bit of time for them to gain confidence and learn to trust your direction.

Don't Be Reactive. As your new team grows more confident in you, some of your team members may drag their feet a bit. Don't react or become emotional at their slow pace. You should however, firmly plant your feet in this role and forge ahead; creating departmental policies and scheduling monthly group meetings are good ways to help establish your expectations and gain insight about group concerns.

Recognition. Recognize those members of your new group who are being productive and taking on new tasks (especially those that are effective in shaping the group). Showing your direct reports that you support them will give them the assurance that you'll be a fair manager, sharing credit where it is due. Remember, everyone wants to be recognized for his or her contributions (even if the recognition is made within the group).

Parting Ways. Sometimes team members will vehemently resist change, ultimately inhibiting your ability to execute the company's vision. If that time should come, you may have to help the struggling employee by putting him or her on a "work improvement" or "behavioral improvement" plan. If in a reasonable amount of time the employee has not improved, you may have to make the difficult decision to terminate the relationship. This is never easy to do and luckily you'll have your HR department to help. The most difficult part is that you'll have to face this person in what will likely become a confrontational discussion. No on expects to hear yelling between professionals, so it is YOUR job to keep to the facts and exit the discussion with as little harm done as possible. Remember, through this employee wasn't a fit for your department or possibly in the firm at large, he/she may find a precise fit within their next employer. You want to be sure you do not damage his/her spirit, no matter how destructive his/her behavior may have seemed to you or members of your department. I've even seen these meetings turn into a big 'relief' discussion, where the employee feels in some ways liberated. I always remind HR professionals in situations like these to offer a fair to generous severance package to include outplacement services. Though the employee may feel some sense of relief, the pressure of finding a new job will not be easy. Give them as much of a leg-up if possible.

Quickly Move On. Once a parting-of-ways has occurred, you'll want to immediately meet with your team to explain briefly and succinctly what has happened (i.e., "Sally's last day with us was yesterday. It is a decision that management felt was best and we wish her well. Now, let's discuss divvying up the unassigned projects.") Nothing more needs to be said. Opening the floor for discussion about a termination will inevitably lead to unproductive chatter about what one liked or didn't like about the terminated employee and/or how unfair things seem to those who may have felt close to Sally.

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