A manager is someone with power and privilege within a company, but he also must understand the needs of those working with him to achieve an overall company goal. A managerial position is often considered one of the most coveted within a company, but it also holds thrice the pressure: dealing effectively with the owner of a company, its employees and its customers. Making all those people happy takes a special kind of a person. Give your manager the edge she needs by training her the right way.
Inform a manager on all aspects of the company, at least briefly. A manager needs to know a bit about everything in order to appear confident within the company. He should know the company's date of establishment, the founders and the lineage of ownership. She should know its brands, main products and agenda. He should memorize the company's mission statement. An owner of a company should form an immediate, tight alliance with the manager to present a united front to employees and customers so that people come to associate the newcomer as a manager.
Encourage a new manager to earn respect before demanding it. While a basic level of respect should initially be given to all employees within the company among each other, the respect for someone in a managerial position should be earned if it is to be strong and long-standing. A manager should understand that some employees have been with the company for many years, and perhaps some had hoped for an in-house promotion to his very job. A manager should show respect and appreciation for the jobs of the workers of the company if she wants the same in return.
Get all the technical stuff in early. Show a manager how a computer system works right away. If it's a restaurant system, show him how the employees use the system--along with the additional features he'll have as a manager. The same is true for a retail manager. An office manager will need to be briefed on any and all software used for projects managed. This should be done at a time when other employees aren't present if possible. It will give the manager a chance to relax more while learning what is needed to do her job.
Have a manager work all positions within a company if possible and practical. He should ideally be trained in them, at the very least. The exception would be if a manager has worked his way up with similar experiences in a company. If she was a cashier for 10 years, she probably doesn't need to practice that, but she should serve one shift to see the issues and problems within that position. Training in the jobs will help her manage positions on a more realistic and empathic level. Employees will likely respond better to her instruction as well if they know she's been there, done that.
Tell the manager about the employees. No two employees are alike, but all employees should be given equal respect and opportunities. If there are well-established things that certain employees respond well toward--such as incentives or personal praise--the manager should know this. But no employee should be subject to a manager playing favorites or offering special favors.
Educate the manager on all evolving issues that could arise with sexual harassment. Most companies have an established policy on this, but it should be well-observed early. Even if it's redundant, the new manager should realize the company policies. He must realize that even a well-intended comment may offend someone and be grouped in the sexual harassment category. It's better to be safe than sorry on that issue.
Give a manager short-term and long-term goals that can please the company. If he meets and exceeds these goals, a bonus of some kind should be promised--be it a shorter work week with the same pay or more pay for the same work week. Perhaps it's a one-time bonus check or double vacation pay. Maybe it's even an all-expenses paid trip. An example of short-term goals may be to eliminate the majority of voids in a restaurant. A long-term goal may be to establish a way of efficiency with no needed overtime or to find a way to increase overall sales and productivity.
Be positive and offer a new manager constructive criticism when necessary. She is going to be facing a lot of pressure and initial judgment. Offer an open-door policy so she can come to you when she feels she's being treated unfairly--and so other employees can do the same if they feel the new manager is treating them similarly.
Don't allow a manager to micromanage, especially in his initial phase as a manager. Let him observe and learn before he tries to lead.