"Congratulations! You've been promoted!" Sweeter words are rarely heard in our career lives. Almost immediately, a number of realities hit home - No longer among the rank-and-file, you are now among the upper echelon of the corporate structure. You have a team reporting to you. Your responsibilities have grown exponentially. You are intimately pow-wowing with both your subordinates and senior management. Are you panicking yet? Breathe deep...then, dig your feet into the basics to get off to a smoother start.

What is management about?
Management is about making a group of individuals more effective than they would be had you never existed in their lives. Start by planning -- determine what your goal is, look at various probable scenarios and, in light of these, strategise how to achieve the goal through the effective distribution of resources (manpower, skills and time). Often, it is helpful to seek input from the guys on the frontlines as you do so.

Next, move on to organising your team. Are they clear on the team goal and their individual roles? Are they trained and motivated? Do they have the right tools to execute the plan?

Now, direct them. Cue individual staff to play their roles in symphony with the rest of the team. Ensure everyone is "in time and in tune" with each other. Finally, monitor progress and results. A good manager may not know the nitty-gritty in detail, but he should always notice vacillations in the plan. When execution is going astray, you need to step in and adjust the variables to get things back on track.

I don't know what my management style is.
Inevitably, everyone has a certain style of managing. However, as this is your first managerial assignment - you may need time to develop one. How do you do that? By getting the groundwork right. Your job is to get to know your staff, supervisors and fellow managers -- learning both about the relationships between them and with yourself. Clarify your team performance targets and how it has fared so far. Spend a little time with each staff, learning about their role and expectations. Many of them will "test" you to see if you will be easy to manipulate, to complain about issues, etc. Ensure that you use the opportunity to feel out the general consensus on how the team is operating and listen sympathetically. Don't make promises before you consult your supervisor or make a clear analysis of the situation yourself. In time, you will discover a personal style developing. It should convey maturity and authority - but the test of the pudding comes with your first problem. However, the information you have armed yourself with at the outset should make the decision-making process easier.

What if I don't know all the answers?
Contrary to your newfound belief, management doesn't always know the answers. The key is to know where to find the answers. Most staff will respect your more for being honest -- if they think you're blowing smoke at them, they will know. Don't underestimate their knowledge. Admit that you don't know the answer, but ensure that you do find the answer and follow through with action. In time, insight will come to you and you will be able to handle larger issues with confidence.

How do I act with my new subordinates?
Moving from being buddies to the boss overnight will affect your relationship with your team. What the effect is depends upon your next move. "I want my staff to be comfortable with me and be able to come to me when there is a problem or concern. But at the same time, I want respect and consideration," is a common want of new managers.

Respect and trust are keys in the new dynamic. You want to be liked, but you cannot do it at the expense of their respect for you. Making friends can lead to trouble - be friendly enough to be approachable should they need your advise or direction, but be distant enough to discipline them effectively when needed. It is vital that you have a social network outside of work to enable you to "vent" instead of relying on your team for support.

Your team should also trust that you will back them up should there be a problem with a customer or with senior management. Listen to your staff, give them constructive suggestions for handling situations, follow up with them and let them know how they fared in their performance. Should trouble come from above, remember you hold responsibility for your team and the buck stops with you. Deal with the consequences of the team as a leader in public - take the staff/team aside later in private to discipline. This places your authority in its rightful position.

This promotion may be something you have asked for, or were surprised with. Either way, the responsibilities and challenges are the same. It can be a difficult experience, but an incredibly rewarding one. Which of the two you ultimately experience will depend upon how you choose to face the challenge. Don't waste this invaluable opportunity. Make it count.