Stepping into a managerial role for the first time can be both exhilarating and daunting. As you transition from being a peer to first-time manager, you’re faced with new responsibilities, challenges, and opportunities for growth. This article aims to guide first-time managers through the complexities of their new position, offering practical advice, insights, and strategies to help them thrive. Whether you’re navigating team dynamics, setting goals, or learning to delegate effectively, this resource is designed to empower you to lead with confidence and achieve success.
Point of view: You’ve been promoted to a managerial role and are responsible for a team that you were once apart of…
Stepping foot on new soil, you’re brimming with excitement in your new role.
Unless you’re prepared and take to it like a duck to water, your experience as a first-time manager can definitely be a daunting one. Getting used to this different terrain is an awkward experience, especially if you’re not used to directing a whole team in this way.
Like any expedition into the unknown, a few challenges are bound to rear their ugly heads from the brush…
Imposter Syndrome kicks in…
Question: Members of my team have 20+ years experience in the role, but I have just 8, how do I stop myself from feeling under-qualified to manage them?
Answer: Consider them experts in the roles that they play at the company. They are supposed to have more experience than you. Understand that you are their support system. A managers role is to sign post and provide guidance. Focus on setting objectives, analysing outcomes, leading, making decisions, and reviewing.
What Not To Do: Sometimes when we feel like imposters, we can try to exert more force in attempt to gain something that looks more like control. This as it results in micromanagement and unnecessary friction. Similarly, don’t tell people how to do their jobs unless they’re struggling or asking for help… As previously stated, they are most likely the experts here.
How to Integrate as a First-Time Manger:
- Begin with yourself. Do you have a clear idea of what’s expected of you and where your benchmarks are?
- Do you have view of the big picture?
- Get your operations down first so you can focus on the good stuff: people. If you find aspects of your new role difficult, find a mentor within the business to guide you. Alternatively, find a coach to help guide and catalyse your transformation (we recommend this one).
- Don’t start with big changes. Unless vital to the survival of a company. Instead get to know your people. They should be your main focus. Get to know strengths, weaknesses, expertise and where their roadblocks are. Experience their environment and complete the relevant tasks.
- Navigating change thoughtfully is crucial in setting the tone.
- Ask questions and for input, you have to be people person to be a manager, you need to know where your teams pain points are and how to fix them. Focus on what you can fix and relax people on what can’t be fixed, sometimes it’s just the nature of the beast.
- Remove roadblocks for your team. The team should see you as a problem solver.
- One on one’s are CRITICAL. Weekly for new or less competent employees, and monthly for more self sufficient people. This is about developing a relationship with your colleagues, making it easier for them to open up to you about what might be burndening them. Or, it’ll give them the confidence to pitch an idea which might benefit the company. Check in on their general task list, see where everyone’s at.
Don’t want to overstep? Be transparent…
Your role is to guide the way. When you’re been lost in the dark for too long, a bright light will at first blind you… But once your eyes re-adjust, aren’t you glad to be able to see again?
- Hold people accountable: And use your words! Whether this is by setting an agreed deadline or by letting them take ownership over a project; be friendly and get the work done.
- Ask people to show you what they did and how they did it. You are a manager, which means you coach, you should be able to show people how to do some things in a better way.
- Honesty and candour can feel intense at first, but everyone is grateful for it in the end.
