How to thrive in your first (or new) management job

Being a people manager today is exceptionally hard. They must motivate their teams in a time of max burnout, be patient and understanding while driving business results, and act as the bridge between senior leadership and the wider organization.

This is a challenging task in the best of conditions. But to make things harder, almost a quarter of managers (24%) are given no training or preparation for their new role. And managers are getting younger. The average age for a manager is 33 years old, but some as young as 24 years old are being promoted.

I have to members of my team who have recently become first time managers, and while mentoring and upskilling them into the role, I was forced into some introspection. I want to share some lessons I’ve learned over the years in the hope it’ll help you thrive in your new manager role.

Continuously upskill yourself

No manager should ever stop learning. You are never a perfect manager. And sometimes people are put into management positions because they excelled as an individual contributor, not necessarily because of good people manager skills. In this case, it’s important to keep upskilling in essential manager skills like communication, project management, and change management.

Find a mentor and be one

Find someone you believe to be a good manager and watch their behavior. Emulate the strong skills they have.

One way you can build skills is through mentorship. A mentor, or better still a team of mentors, can provide guidance for your career and what skills you need to build. Don’t forget that mentoring is a two-way street. Seek out ways you can mentor others. This will help you give back, grow the next generation of managers, and hone your people skills.

Be equal

Management is a team sport. Don’t be worried about hierarchy when there’s work to be done. Contribute where you can, when it’s needed, and your team will respect you all the more for it. 

Be human

It can be tempting in your first manager role to feel like you need to be perfect or demonstrate your strength. But we’re human, we’re all going to make mistakes. The key is in owning them, making it right if you can, and moving on.

Likewise, your team is going to have good and bad days. Your role as their leader is to listen to them and take action to remove the roadblocks. Always have your employees’ back in public. Even if you don’t agree, never reprimand, or give negative feedback in front of others. This is bad for morale and trust.

Give regular guidance and feedback

Everyone needs regular feedback. It tells them if they are meeting expectations and where there is opportunity to improve. Yet, only 39% of workers say that they get regular feedback or coaching on their performance and skills. That’s not nearly enough. Once a year performance reviews aren’t gonna cut it either. You need regular conversations about what’s going well, what needs work, and the skills your team needs to be successful.

Overcoming imposter syndrome

An astonishing number (75%) of executive women report having had imposter syndrome. Personally, it’s something I still struggle with. At a recent team outing, I found myself looking around the room at my incredibly talented team and caught myself thinking “Who decided I was qualified to serve these amazing people?!”

But, make no mistake, imposter syndrome will undermine your management style. Be confident yet open when you don't have the answers.

YOU GOT THIS!

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