New Manager Survival Guide: Avoiding Early Leadership Mistakes

Now that you got your first managerial position, I'd like to share some common pitfalls you might face and how to avoid them.

• Transition from peer to leader: This is a big one. New managers usually get their role because of their exceptional skills as individual contributors, excelling at hands-on work and independent execution. However, upon taking on a leadership role, a crucial shift in mindset is required – moving from being part of the team to leading the team. This difficulty in shifting roles can manifest in several ways, such as continuing to prioritise individual contributor tasks, hesitating to delegate responsibilities, or feeling awkward providing constructive feedback to former peers.

  This is exactly what happened to me when I got my first promotion. I took over the team that I was a part of and we were functioning very well, so I just assumed that I can continue running projects as before. And before long, those projects I enjoyed running started suffering because I wasn't available: more strategic matters, management meetings, and other leadership responsibilities took precedence. So I had to change my way of working if I wanted the team to succeed. The main lesson I learned is that once you move to managerial role your focus shifts from tasks to people. You don't do things that your team can do, you do the thing only you can do: support and develop them.

• Delegating effectively: How did you develop your skills? Probably by doing things yourself. It's the same for your team. Holding onto tasks that could be done by others not only overburdens you but also limits growth opportunities for your team members. Effective delegation involves clearly assigning tasks, providing necessary resources and authority, and ensuring your support if needed.

• Micromanaging: Pressure to prove yourself in the new role by ensuring that everything is done properly combined with the fact that you probably know ins and outs of specific tasks might take you down micromanaging path. However, this stifles autonomy, demotivates team members, and prevents you from focusing on higher-level strategic tasks, so it's a lose-lose play. Delegation is the key here. It might take some time for you and your team to strike the right balance between delegation and support, but the more you do it, the better you'll be at it.

• Clear Communication: Ambiguity is the enemy of productivity. New managers might fail to clearly articulate expectations, goals, and roles. This can lead to confusion, frustration, and missed targets.

• Feedback: This one can span across several areas (your team, other parts of the organisation, clients, etc.) and it should always go in both directions, making sure that involved parties can freely share insights. Feedback is crucial for growth. When providing feedback, new managers might shy away from giving feedback altogether, or they might only address problems without acknowledging successes. A balance of constructive criticism and positive reinforcement is essential. When receiving feedback, hearing the other side is very important, even though it might not be pleasant at times. Make sure you listen with an open mind.

• Difficult conversations: Addressing performance issues, conflicts, or difficult decisions can be uncomfortable, but it's a core part of a manager's role. Avoiding these conversations often allows problems to fester and negatively impact the team. Good news is that this is a skill that can be learned. The key is to prepare, be direct yet empathetic, and focus on the issue, not the person.

• Renegotiating relationships: When you're promoted within a company, the landscape of your professional relationships inevitably shifts. For example, if you're now leading a team you were once a part of, you might find yourself managing former peers and even friends. While existing trust can be a valuable asset, navigating these relationships requires conscious effort. It's crucial to establish clear boundaries and expectations early on. This doesn't mean abandoning friendships, but it does mean communicating openly about the change in roles and responsibilities. You'll need to find a balance between being supportive and holding everyone accountable for their work. This might involve having difficult conversations that you wouldn't have had as a peer. Same goes for your other relationships that might require change. Maintaining professional respect is key to both company success and preserving positive relationships in the long run.

• Know your players: Leadership isn't just about tasks; it's about people. New managers who don't invest time in getting to know their team members, understanding their strengths and weaknesses, and fostering a positive team environment will likely struggle. Since each team member is unique and has different motivations, learning styles, and development needs, a one-size-fits-all approach to management is rarely effective. After one basketball game, a reported asked a coach why he was shouting at one player when he made a mistake, while hugging the other for the same thing. And he said: 'Because I know them. The first one reacts well when I'm tough, while the other improves when I'm supportive. You need to know your players.'

• Seeking support or mentorship: No one has all the answers, especially when starting out. It's one of the reasons I'm writing this: nobody told me this stuff when I was starting out as a manager. For daily tasks you can rely on your team members and when it comes to developing your leadership skills, you can benefit greatly from seeking guidance from more experienced leaders, mentors, or exchanging experiences with your peers.

Navigating the complexities of real-world management is an ongoing learning experience that goes far beyond the scope of a single article. I'll be expanding on some of these key areas in subsequent posts to provide even more practical guidance. However, understanding and actively working to avoid these common mistakes will provide you with a significant advantage as you make your initial steps in building a successful and fulfilling leadership career.

What are you struggling with the most? Let me know and I'll provide some tools & techniques that can help you.