re: Just became a manager.

You show loyalty, they learn loyalty.

You show them it’s about the work, it will be about the work.

You show them some other kinda game, then that’s the game they’ll play.

LINK

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frick every hostess over 18

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Also, pull out of every hostess over 18

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Buy a Rolex Submariner to assert your dominance.

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That, a new pickup, and a set of Cross pens.

An old oilfield sign of arriving.

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Just became a manager.

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Can't help with fries. I'm great with chicken wings though

Never complain downhill. Always complain laterally or uphill.

Treat your direct reports like gold and your superiors like shite.

Understand that the quality of work you will have to review is going to somewhat crush your soul. Teach them to be better.

Try and adjust your management style as much as you can for each person based on their personality.

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frick every hostess over 18

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17 is legal most places, just sayin

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While you need to be there for your employees, it does no help to do their jobs for them. Keep your reviews at a level above so you can actually see the whole situation. Give them chances to grow like you did, and encourage them to learn, help them through their mistakes, and if you frick up, never ask them to fix it on time that you aren't working as well.

Your job is to get the average or better employees ready for the next step, so someone can take over for you when you move up.

I struggled a bit when I first made manager because I want to lead from the front. Management does take leadership skills, but a manager and a leader do differ.

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All this. After my first promotion 15 years ago into management I felt like I had to pick up any slack to show everyone we're one team and I'm still a team member regardless of title. One of our execs pulled me aside after about a week and told me "we know that you can do everyone's job, but you're job isn't to do everyone else's job, it's too make sure they're doing it themselves." He did add that doesn't mean go on a power trip. I've been incredibly grateful for that simple conversation and the way it's enabled me to grow professionally, especially focusing on training in every aspect so that every employee had the tools they needed to be successful with our without me.

Always trust your gut, especially when hiring. I’ve had guys with great resumes come in and my gut was telling me something was off; I’ve had guys who have lacked experience or education requirements, but they answered questions well and you could tell they had a good head on their shoulders. I have regretted hiring qualified candidates that my gut told me not to hire, and some of the best hires I’ve ever made were folks that might not have seem as qualified but just seemed like good people.