By training aspiring managers on common aspects of management, like managing former peers, "It's almost like you let them dip their foot in the pool of what it would be like to really manage people," he adds. One way learning and development professionals (L&D) can help prepare managers for these situations is to put aspiring managers through a "series of simulated activities" that addresses the dynamics of management, Shriver says. If they are calm and act natural in their new roles, they "will be surprised how quickly they will acclimate and support in the new role," he explains. ![]() To foster trust and communication among team members and help them adjust to the new power dynamic, it's important for new managers to stay authentic to who they are, Fogleman says. "Talk straight, and don't make it awkward, because it already is a little bit awkward if you got promoted over your peers." Instead, he encourages new leaders to address the situation head on. He adds that new leaders don't have to "unfriend" their former peers or feel the need to overcompensate in their new role. When faced with managing former co-workers, new managers must find the "very precarious balance" between remaining collegial and having a "level of authority" over them, Miller says. "There's all of these conflict-laden scenarios that are set up with your first promotion," he adds. Many new leaders now manage former colleagues, some of whom they may have competed against for their new management position, says Sam Shriver, executive vice president of the Center for Leadership Studies (CLS). By helping new managers develop a leader's mindset, they can navigate their roles with the perspective, confidence and wisdom of a leader. For example, SkillPath's "How to Successfully Manage the Transition to Supervisor" program focuses on the "basic fundamentals of leadership" such as recruitment, performance management and building a high-performing team, says Dave Fogleman, chief learning officer at SkillPath.įorming a foundational understanding of leadership is essential, because if new leaders aren't effectively trained and coached on the "dos and don'ts" of management, there's a number of mistakes they can make, Fogleman notes. ![]() To help first-time managers develop a leader's mindset, manager training programs should start with the basics. The next, they are expected to coach, engage, have difficult conversations and motivate - often against a backdrop of constant change and pressure."Īll too often, even as new managers face a host of new responsibilities, "there is a pervasive lack of leadership management training happening when people are moving into management," says Scott Miller, executive vice president of thought leadership at FranklinCovey and author of "Everyone Deserves a Great Manager: The 6 Critical Practices for Leading a Team." He adds that, to begin to think like a leader, first-time managers must tell themselves, "'What got me here was good, but I have to literally reassess all the skills all the talents that made me successful in my previous role, and really consider which ones of those, if any, translate into being a good leader."įor example, Miller explains, a thirst for competition may have made someone a great salesperson, but to be an effective sales leader, they must "educate, inspire and show humility and empathy for others," focusing more on developing team members than on their individual achievements. As Ellen Foley, executive consultant at AchieveForum, says, "One minute they are the star performer, bursting with confidence in their role. As a result, this transition can be stressful. However, just because an employee was a high-performing individual contributor doesn't mean he or she has the skills needed to be an effective leader. Most first-time managers are promoted because they excelled as individual contributors. ![]() ![]() Fortunately, training can help solve the three challenges many face when moving into their first leadership role. These are common challenges for first-time leaders, and navigating them is critical not only for their own success but their team and their organization. Maybe they aren't able to think like a leader, or are having trouble serving as a boss to their former peers. Perhaps they struggle with delegating or communicating effectively with team members. There are many challenges first-time managers face.
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