For most of us the journey from a competent employee to an effective first-time manager brings a significant shift in responsibilities and expectations. Far too often we promote high performance, technically competent employees into a managerial role and then fail to provide the resources needed to help them traverse the sometimes-difficult climb from “buddy to boss”. They, and we, quickly find that even the best and most promotable workers need more than technical competence to become a manager who can lead a team. Try as they will, the new manager’s functional workflow knowledge and great effort does not always translate into profitable outcomes for their teams, and ultimately, the organization.
The Transition from Individual Contributor to Manager
The transition from an individual contributor to a manager is profound. First-time managers must understand that their roles have shifted from personal achievement to enabling others to achieve. This shift requires a fundamental change in mindset and approach. For instance, building a team and fostering collaboration often takes precedence over individual accomplishments.
However, even the best employees can struggle with these new realities. The pressures of their new roles can exacerbate normal insecurities, making first-time leaders hesitant to ask for help. As these leaders internalize their stress, their focus can become increasingly inward and can be manifested with insecurity and self-centeredness. This inward orientation hinders their ability to support their teams effectively. As a result, trust breaks down, team members pull back and may feel alienated, and productivity suffers.
Common Challenges Faced by First-Time Leaders
When we assume that first-time managers will learn critical management skills through experience alone, we inadvertently may launch our best prospects on a downward spiral. While some may adapt quickly, most need structured support and guidance. Common challenges that first-time managers typically face include:
- Effective Delegation: They must learn trust others with important tasks and workflow.
- Asking for Help: They need to know when and how to seek senior level guidance.
- Projecting Overconfidence: Learn to balance confidence with humility.
- Lack of Big Picture Thinking: Transition from department centric to organizational focus.
- Hesitation to Provide Constructive Feedback: Practice the art of continuous feedback.
Senior Leaders Must Engage to Equip and Encourage First-Time Managers
Our senior leadership shoulders a vital responsibility to anticipate these challenges and to invest in the foundational development of first-time managers. A well sequenced plan for engaged leadership training and support can significantly enhance the effectiveness of new managers. Here are some tips to illustrate how a targeted training approach can support first-time managers in each of the five problem areas:
- Effective Delegation
- Tip: Help first-time leaders understand that their management role differs from an individual contributor. Encourage them to start with delegation of small tasks and to gradually increase the complexity as they build trust in their team’s abilities. Provide guidance and set clear expectations and follow-up procedures.
- Asking for Help
- Tip: Foster a culture where seeking advice is seen as a strength rather than a weakness. Senior leaders should be approachable and proactively offer their support to create an environment of open communication. Set a cadence of frequent early-stage check-ins and then taper down to biweekly or monthly as confidence builds.
- Projecting Overconfidence
- Tip: Help first-time managers build confidence through small wins that build trust with their team. Provide positive reinforcement and timely constructive feedback. Encourage them to participate in leadership development programs to enhance their skills and self-assurance. Consider the power of “servant leadership”.
- Lack of Big Picture Thinking
- Tip: Mentor new managers on big picture thought and involve them in organizational level planning sessions to help illustrate the broader impact of their decisions. Help them develop a consistent practice to set both short-term and long-term goals, with clear action steps. This will help them align their teams effectively and to foster a sense of accomplishment.
- Hesitation to Provide Constructive Feedback
- Tip: Train first-time managers in effective communication techniques that includes how to invite, receive and offer feedback that is specific, actionable, and focused on behaviors rather than personal attributes. Share techniques for dealing with difficult conversations. Role-play of common scenarios can be particularly effective in this area.
Support for first-time managers is not just about the enhancement of their individual performance. The true goal is to ensure they profitably impact the overall productivity and success of the team and the organization. When we proactively invest in this key player, we build depth and strength, and capacity for future business growth.
Tailored HR Consulting for Leadership Training and Development
Through professional engagement with all levels of leadership from first-time managers to CEO’s, Achilles Group consistently expands your leadership capabilities. Our Leadership Training and Development approach is well designed and positioned to drive long-term effectiveness and profitable outcomes.
