Here's how you can navigate the most common challenges as a new manager in your career.

Part of the responsibility of a manager is to train and develop future managers. A SWOT analysis can be done on the team members to interrogate their Strengths Weaknesses Opportunities and Threats that they face them based on the results tasks can be more intelligently allocated to stronger hands. Weaker hands should also be given tasks but sensitive tasks should be closely supervised until the staff has shown proficiency to perform tasks independently. The right instructions must b provided along with robust tools and adequate resources that will execute the delegated tasks. Delegation is a great way to train people on the job and offer job enlargement to gain more experience.

Set clear expectations from the outset. Consistently provide updates and feedback, and encourage your team to ask questions and share their ideas.

"When I first became a manager, I struggled to let go of tasks, thinking I needed to stay in control to ensure everything ran smoothly. But I quickly realized that effective delegation was crucial. I began by assessing my team’s strengths and assigned tasks based on their expertise. I made sure to set clear expectations but allowed them the flexibility to approach the tasks their way. By trusting them and resisting the urge to micromanage, I not only lightened my own workload but also saw my team become more confident and efficient."

Understand that taking on a leadership role comes with unique challenges, and one of the most important is learning to delegate. At first, it can be tempting to want to do everything yourself, especially if you're used to controlling all the details. However, as a leader, your focus needs to shift to empowering your team and helping them achieve results. Delegating is not just about handing off tasks; it is about matching each team member's skills with the right responsibilities. Set clear expectations and provide constant feedback, but give the team the freedom to execute in their own way. The key is to build trust and foster an environment where autonomy and responsibility go hand-in-hand to ensure everyone grows together.

Le management est avant tout une question d’humain. En tant que nouveau manager, prenez le temps de vraiment connaître vos collaborateurs, pas seulement leurs compétences professionnelles, mais leurs motivations et leurs défis personnels. Cela pose les bases de la confiance de la cohésion et du bon management. L'écoute active est essentielle. J'aime appliquer la règle du "dire un mot, en écouter deux" pour comprendre ce qui est dit, mais aussi ce qui ne l'est pas. Parfois, il faudra jouer un rôle de soutien supplémentaire pour prévenir l'isolement et renforcer l’engagement.

Make it a priority to connect with each team member on a personal level. Take the time to understand their unique strengths, weaknesses, and motivations. Building these relationships encourages trust and creates an environment where clear communication thrives.

"When I stepped into my new managerial role, I knew building strong relationships would be key to our success. I made it a priority to meet with each team member, not just to understand their skills but to learn about their personal goals and interests. By showing genuine interest in their well-being and being open about my own challenges, I created an environment where communication flowed freely. This built a foundation of trust and respect, and soon, the team was more collaborative and aligned with our shared objectives."

Conflicts are certain, so be ready to approach them calmly and constructively. Take the time to listen to all perspectives and steer discussions toward finding mutually beneficial solutions.

As a TOP PERFORMER MANAGER you will have to manage conflicts on a regular basis no matter what. If you do not like it quit as manager. The faster the better. We have been given two ears and one month not by chance. Listen more and say less. That's the best and suitable way to handle conflicts. Once a TOP PERFORMER MANAGER told me: There is no recipe or secrete sauce to manage people, you have to use a set of soft skills and tools to do that. It depends on the maturity of your team, the conflict itself, the impacts, etc. As usual the big challenge is to put in practice.

"Early in my management career, I encountered a conflict between two team members over project responsibilities. Instead of taking sides, I approached the situation calmly, bringing both parties together for an open conversation. I listened to their concerns and encouraged them to share their perspectives. By understanding the root cause, we were able to find a solution that benefited both sides. This experience taught me that conflicts can be an opportunity for growth and innovation when handled with empathy and open dialogue."

Managing conflict is an essential skill for any leader. Conflict is inevitable in any team, but when managed well, it can be an opportunity for growth. When dealing with conflict, the first step is to approach the situation calmly and empathetically, listening impartially to everyone involved. Try to understand the underlying causes and facilitate an open dialogue that allows concerns to be expressed in a respectful manner. Rather than resolving the disagreement, try to turn the conflict into an opportunity to improve cooperation and generate creative solutions that benefit everyone.

"When I first became a manager, I made it a priority to empower my team by encouraging them to take ownership of their projects. I started by giving them the freedom to propose new ideas during team meetings and entrusted them with decision-making authority on certain tasks. One team member took the lead on a complex project, and although they encountered some challenges, we treated it as a learning experience. By recognizing their effort publicly and providing support where needed, the entire team became more confident and proactive. This approach led to a more dynamic and engaged team."

"Early in my management role, I struggled with balancing my workload and supporting my team. I quickly realized that managing my time effectively was key to leading efficiently. I began prioritizing tasks using a simple matrix of urgency versus importance, which helped me stay focused on what truly mattered. I also blocked out time on my calendar for strategic planning and dedicated slots for one-on-one sessions with my team. By setting boundaries and saying no to non-essential tasks, I improved my productivity and demonstrated the value of time management to my team."