Smita's Journey as a First-Time Manager: A Story of Challenges, Frustrations and Success

Smita had recently stepped into the role of a first-time manager in a multinational company. Recognized for her excellence as an individual contributor, her promotion was seen as a natural progression. Excitement coursed through her as she envisioned leading a team and contributing to their success. However, this initial thrill was short-lived.

The Burden of Responsibility

Almost immediately, Smita began to feel the weight of her new responsibilities. Instead of the team relieving her workload, she found herself overwhelmed, juggling her own deliverables while also managing those of her team members. Her excitement quickly turned into frustration as she realized that a significant portion of her time was spent correcting mistakes in her team’s work rather than focusing on her own tasks.

A Moment of Reflection

One evening, while sitting with her husband, Smita vented her feelings of doubt and regret. “I think I have made a big mistake by accepting this promotion,” she confessed. She felt disheartened by her team’s perceived lack of competence, comparing them unfavourably to her own work ethic at their age. “I always put in the extra effort to meet my deliverables and took courses to upskill. But this new generation…

Her frustrations grew as she noted that her team often made careless errors, giving the impression that they didn’t care enough about their work. The sense of responsibility weighed heavily on her shoulders, especially when issues arose. “If anything goes wrong, my manager just blames me,” she lamented, feeling as though her challenges were overlooked.

Caught in the Middle

Smita articulated her sense of being trapped between her superior’s expectations and her team’s shortcomings. She felt like she was stuck in a dilemma, where being too strict would make her a “bad person,” yet being too lenient risked compromising productivity. This precarious balancing act only deepened her sense of frustration.

Don’t we all relate to this as managers?

Smita’s experience serves as a poignant reminder that the transition to management is often fraught with challenges. It underscores the importance of mentorship and open communication, both with her team and her superiors.

Many of us can relate to her feelings of being sandwiched between the demands of her bosses and the realities of leading a diverse group. Her journey illustrates that while the road may be rocky, it is also an opportunity for growth and learning—both for herself and her team.

On the recommendation of her husband, Smita came to me for coaching. After the diagnostic sessions I found out that Smita was facing the following challenges:

• Transitioning from Peer to Leader

When Smita became a manager, she struggled with her new authority. Her former colleagues were now her team members, and she found it difficult to assert herself without damaging relationships. For instance, she hesitated to provide critical feedback, fearing it would create tension.

• Managing Team Dynamics

Smita noticed that various team members had opposing work styles, leading to misunderstandings. Without experience in conflict resolution, she felt overwhelmed and unsure how to mediate effectively.

• Balancing Deliverables

New managers often juggle their own workload with their team’s deliverables. Smita found herself working late to complete her tasks while also spending hours correcting her team’s mistakes, which led to burnout and frustration.

• Providing Feedback and Coaching

Offering constructive feedback can be challenging. Smita struggled with how to mentor her team effectively. She wanted to help them improve, but she often felt that her attempts at coaching were met with resistance or indifference.

• Setting Expectations and Goals

Smita faced difficulty in establishing clear performance expectations. She may have assumed her team understood what was required, leading to missed deadlines and confusion about priorities. For instance, when a project deadline was not met, she realized she hadn’t communicated the urgency effectively.

• Managing Upwards

First-time managers often have to navigate expectations from their own superiors. Smita felt pressure from her manager to develop her team, but she struggled to convey her challenges and the team's performance issues, leading to feelings of isolation.

• Time Management

Smita found it challenging to allocate her time efficiently. She often spent too much time on reactive tasks, such as fixing errors, rather than planning for the future or developing her team’s skills, resulting in a lack of strategic progress.

• Flexibility in her Leadership Style

Every team is different, and a one-size-fits-all approach rarely works. Smita initially tried to lead her team the same way she was led, which didn't resonate. She realized she needed to adapt her style, perhaps being more collaborative than authoritative.

• Building Trust and Rapport

Establishing trust with a new team can be daunting. Smita needed to earn her team’s respect, but she found it challenging to connect on a personal level. For instance, she might have missed opportunities to engage in team-building activities, resulting in a lack of cohesion.

• Dealing with Self-Doubt

First-time managers often struggle with confidence. Smita frequently questioned her decisions, wondering if she was cut out for leadership. After a team member made a significant mistake, she felt the weight of self-doubt and feared losing credibility.

Following were the actions Smita took over the course of her coaching sessions:

1. Transitioning from Peer to Leader

Smita established clear boundaries and communicated her new role to the team. She held a team meeting to discuss her transition into management, explaining her new responsibilities and how she planned to support the team while also holding them accountable. This helped clarify her role and set expectations for everyone.

2. Managing Team Dynamics

Smita facilitated team-building activities to foster collaboration and understanding. She organized a team retreat that included exercises focused on communication styles and conflict resolution. This initiative helped team members appreciate each other’s strengths and improved their working relationships.

3. Balancing Deliverables

Smita prioritized tasks and delegated effectively. She created a weekly plan that outlined her own deliverables alongside her team’s tasks. By delegating specific responsibilities to team members based on their strengths, she ensured that everyone contributed meaningfully while managing her workload.

4. Providing Feedback and Coaching

When a team member submitted subpar work, she approached the conversation by starting with positive reinforcement, addressing areas for improvement, and concluding with encouragement. This method helped the team member feel supported while also understanding the need for improvement.

5. Setting Expectations and Goals

Smita implemented SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals for the team. She worked with her team to establish specific objectives for an upcoming project, detailing responsibilities and setting deadlines that everyone agreed on. This clarity helped the team stay focused and aligned on their goals.

6. Managing Upwards

Smita scheduled regular check-ins with her manager to discuss challenges and seek guidance. She proposed bi-weekly meetings with her manager to go over her team’s progress and any obstacles she faced. This proactive approach fostered open lines of communication and ensured she received the support she needed.

7. Time Management

Smita utilized time management tools and techniques, such as the Pomodoro Technique and task prioritization matrices. She blocked out time on her calendar for focused work sessions and maintained a task list to prioritize urgent tasks. This strategy helped her allocate her time effectively and reduce feelings of overwhelm.

8. Adapting Leadership Style

Smita sought feedback from the team and was open to adjusting her approach. She conducted anonymous surveys to understand her team’s preferences for leadership styles. Incorporating their feedback allowed her to adapt her management practices in a way that resonated better with her team.

9. Building Trust and Rapport

Smita scheduled one-on-one meetings to get to know team members better. She dedicated time each week for informal check-ins with each team member, allowing them to share their thoughts and concerns. This effort fostered a more personal connection and strengthened trust within the team.

10. Dealing with Self-Doubt

Smita engaged in professional development and sought mentorship. She enrolled in a management training program and found a mentor within the company who offered guidance and shared experiences. This support helped boost her confidence and provided her with valuable insights into effective leadership.

The success

By implementing these strategies, Smita effectively navigated the challenges of her new role as a manager. Her emphasis on open communication, clear expectations, and team cohesion allowed her to build a productive team environment and grow as a leader. Each step she took contributed to her development and the overall success of her team.

If you could relate with the article and would like to know more about how we can help you overcome the challenges of first-time management, do feel free to reach out to us on www.search4excellence.com