{"id":81651,"date":"2022-02-25T14:15:26","date_gmt":"2022-02-25T22:15:26","guid":{"rendered":"https:\/\/www.betterworks.com\/?p=81651"},"modified":"2022-11-29T01:56:29","modified_gmt":"2022-11-29T09:56:29","slug":"first-time-manager","status":"publish","type":"post","link":"https:\/\/www.betterworks.com\/magazine\/first-time-manager\/","title":{"rendered":"Finding Success as a First Time Manager"},"content":{"rendered":"\n

Managers are the key to unlocking business results through employee engagement. They account for a startling 70 percent of the variance in team engagement, research from Gallup finds<\/a>. But for a first time manager, that much responsibility can be overwhelming \u2014 especially if you were promoted for being an effective individual contributor, as most people are.<\/p>\n\n\n\n

As work shifts, what companies need from managers is changing, too. More companies need people leaders who can inspire trust, facilitate better outcomes, and lead team members to personal and professional achievements.<\/p>\n\n\n\n

Here\u2019s everything you need to know about how to become a manager for the first time and how to lead your team to greater success.<\/p>\n\n\n\n

What Does It Mean to Be a Manager?<\/h3>\n\n\n\n

Managers have traditionally been promoted for being high performers, but the work expected of you as a manager is completely different from the work you did as an individual contributor.<\/p>\n\n\n\n

Becoming a manager means becoming a facilitator of your team\u2019s work to help them achieve the best results. Managers are expected to drive performance, review and improve performance, set team goals, and develop employees. <\/p>\n\n\n\n

Managers are also expected to maintain a healthy environment for team members and to understand how external social trends and factors affect individual team members. They are also responsible for driving business results while balancing employee safety, well-being, satisfaction, and growth. If it sounds like a tough job, it\u2019s because it is.<\/p>\n\n\n\n

Becoming a Manager for the First Time: How to Prepare for Leadership<\/h3>\n\n\n\n

What we expect from managers is evolving, and that makes serving as a successful manager that much more challenging. The typical management position is evolving into a people leadership role. First time managers need time to learn not just how to manage<\/em> processes but also how to lead<\/em> people. Leadership depends more on building a solid foundation that inspires team members to follow and grow \u2014 and potentially take the lead themselves.<\/p>\n\n\n\n

First time managers need to develop a management style that resonates with their team and company culture. <\/p>\n\n\n\n

Developing the Right Mindset<\/h4>\n\n\n\n

Many successful managers follow the \u201cservant leadership\u201d model. Here, your role isn\u2019t just to tell team members what to do; your role is to support them as they achieve their goals.<\/p>\n\n\n\n

As a servant leader, your role is to remove roadblocks to your employees\u2019 success, allowing them to shine. Enabling employees to work more effectively serves the needs of the business and gives your team members more control over their work.<\/p>\n\n\n\n

12 Tips for First Time Managers<\/h3>\n\n\n\n

First time managers are juggling a lot of responsibilities. Here are some first time manager tips to help you kick off your journey as an effective leader.<\/p>\n\n\n\n

Set Up One-on-Ones to Get to Know Your Team<\/h4>\n\n\n\n

Healthy interpersonal working relationships with each of your team members is the foundation of good management.<\/p>\n\n\n\n

Make time early in your tenure as a manager to schedule personal check-ins to get to know your team. Keep a regular meeting with each team member on the calendar to stay in touch with your reports, especially if you don\u2019t see them in an office every day.<\/p>\n\n\n\n

Focus on Building Trust<\/h4>\n\n\n\n

You can\u2019t be an effective manager without fostering trust between you and your staff.<\/p>\n\n\n\n

Managers need to trust that employees can carry out work without needing to be micromanaged. Employees need to trust that managers will provide all of the required resources (including advice and support) and remove roadblocks so they can move forward.<\/p>\n\n\n\n

Employees need to trust that they can bring concerns to their managers and have those concerns resolved. They also need to know that, if they trust you with their professional interests and development, you will help them to achieve their goals.<\/p>\n\n\n\n

Build trust by asking employees about what they need, listening to their concerns, and taking action to help them. They need to see your commitment demonstrated through actions.<\/p>\n\n\n\n

Find a Good Mentor<\/h4>\n\n\n\n

It’s challenging to rate your own performance as a manager, and your employees may not be forthcoming about your progress in your early days in the role. A mentor can help you put things in perspective and offer valuable first time manager advice.<\/p>\n\n\n\n

Find an experienced manager who can serve in this role. Meeting with a mentor will help you set goals for your personal development as a leader and help you reach those milestones. Mentors can help hold you accountable for your growth and provide advice when you encounter challenges at work.<\/p>\n\n\n\n

Learn from Other Leaders<\/h4>\n\n\n\n

Think about the managers you\u2019ve had whose leadership resonated with you. What elements of their leadership style were most important to your success? What did those leaders do differently that improved your confidence or work outcomes?<\/p>\n\n\n\n

With these answers in mind, think about how you can manage others the way you\u2019d like to be managed. If a manager helped you feel supported and confident when tackling a challenging task, for example, be conscientious about providing that same support to your team members.<\/p>\n\n\n\n

Remember that different actions resonate differently from person to person, but keep the golden rule in mind as you develop your personal leadership style.<\/p>\n\n\n\n

Be Specific With Your Goals<\/h4>\n\n\n\n

There\u2019s often a disconnect between employees, the company strategy, and the results employees are supposed to deliver. Managers are largely responsible for closing the loop between people, strategy, and results.<\/p>\n\n\n\n

A robust objectives and key results (OKR) program can help managers drill down into company goals and set team objectives that are specific and aligned with the business strategy. Managers can implement best practices to ensure OKR success<\/a>, including setting clear metrics for monitoring team progress toward goals. <\/p>\n\n\n\n

The more specific your goals are, the easier it is for employees to gauge their own performance and see where they stand.<\/p>\n\n\n\n

Stay Involved<\/h4>\n\n\n\n

Managers must keep tabs on several moving parts. First, managers need to stay involved with the work to address employee concerns and remove roadblocks as (or before) they arise.<\/p>\n\n\n\n

Managers also need to stay involved in each employee\u2019s professional development. Help employees find tasks and projects that will help them hone their skills and continue to live their full potential at your company.<\/p>\n\n\n\n

As employees learn new things, work with them to apply learning outcomes in their daily work. Include learning goals as part of their personal OKRs.<\/p>\n\n\n\n

Focus on Small Wins First<\/h4>\n\n\n\n

Reaching for big goals can be overwhelming, especially for a first time manager. But you don\u2019t have to make big gains immediately to keep your team moving in the right direction.<\/p>\n\n\n\n

Break big goals down into smaller milestones. Use your team OKRs to do this effectively. If one of your quarterly objectives is to improve your project management software<\/a> and processes, identify how to break that goal down into smaller components across different owners. <\/p>\n\n\n\n

The more small wins you and your team achieve, the more reasons you have to celebrate. Checking off these smaller goals can improve engagement and morale while keeping team members invested in moving forward.<\/p>\n\n\n\n

Remain Approachable<\/h4>\n\n\n\n

Employees need to be comfortable approaching their managers with concerns about their tasks or workloads or to ask for help.<\/p>\n\n\n\n

Work on building positive, trusting relationships with your team so they never hesitate to come to you. Take advantage of personal check-ins to build that rapport by demonstrating interest in them as people (not just as employees), offering praise for small wins, and acknowledging their contributions.<\/p>\n\n\n\n

If you’re in a hybrid or remote environment, set up regular check-ins that leave room for social banter or schedule a virtual coffee date. Once your employees know you as a person, they\u2019ll feel more comfortable coming to you with questions or concerns.<\/p>\n\n\n\n

Adopt a Results-Oriented Mindset<\/h4>\n\n\n\n

In an increasingly hybrid environment, managers may not see employees completing their work. Trusting that employees are working in this environment can be challenging for first time managers.<\/p>\n\n\n\n

Managers must learn to look at results over processes. Employees should have the freedom to work flexible hours from wherever they work best, as long as they turn in good work by the deadline. As work becomes increasingly project-driven, it will become easier to rely on results to assess team performance.<\/p>\n\n\n\n

Be Open to Criticism and Feedback<\/h4>\n\n\n\n

Managing employees means committing to learning \u2014 especially from your reports. Managers must lead with humility and acknowledge that being the manager doesn\u2019t mean their reports don\u2019t have valuable insights to offer. <\/p>\n\n\n\n

Be open to hearing from team members about how you\u2019re doing as a manager, what you\u2019re doing well, and what could be improved.<\/p>\n\n\n\n

Collect employee feedback<\/a>, especially during performance conversations. Implement 360-degree feedback to gather input from employees regarding your<\/em> performance. This will help you become more collaborative and demonstrate that you\u2019re both working toward the same goal.<\/p>\n\n\n\n

Avoid Micromanaging<\/h4>\n\n\n\n

First time managers may feel compelled to micromanage how work gets done, but employees need some space and control over their work. Managers who hover over employees or constantly criticize their work will only alienate their reports.<\/p>\n\n\n\n

Micromanaging means focusing too much on how employees are operating (to the point of getting in their way). There are points when you need to check in or raise concerns, but there are points when you need to step back and trust that your team will get the work done.<\/p>\n\n\n\n

Striking that balance is challenging, but you can rely on cues from employees to find it. If an employee comes to you with a question, they may need more guidance. But as they become less receptive to feedback, you may need to step back and reassess how involved you are in their work.<\/p>\n\n\n\n

Don\u2019t Fear Failure<\/h4>\n\n\n\n

A lot of first time managers build failure up as something to be avoided at all costs. But living with a constant fear of failure puts you and your team at a disadvantage.<\/p>\n\n\n\n

Failure will happen at some point (and more than once, too). You can work with those failures to learn how to improve and grow. <\/p>\n\n\n\n

Agility is key to navigating rapid changes, but to manage an agile team, you need to fail fast to learn fast. Allow your team to try new things \u2014 as long as you\u2019re tracking the data and analyzing the results to learn from those experiences.<\/p>\n\n\n\n

6 Resources Every First Time Manager Needs<\/h3>\n\n\n\n

First time managers don\u2019t have to navigate new situations alone. Here are some valuable first time manager training and learning resources<\/a> to help you acclimate to your new role.<\/p>\n\n\n\n

\u201cThe New One Minute Manager\u201d<\/h4>\n\n\n\n

Broken down into three basic categories, Ken Blanchard and Spencer Johnson\u2019s \u201cThe New One Minute Manager<\/a>\u201d helps readers learn to manage employees using one-minute goals, one-minute praisings, and one-minute redirects.<\/p>\n\n\n\n

The purpose of this book is to help managers find meaning in what they do and to help employees do the same.<\/p>\n\n\n\n

\u201cNew Manager Playbook\u201d<\/h4>\n\n\n\n

This resource from BizLibrary<\/a> helps first time managers acclimate to their roles. Download this ebook for free to learn how to step into your new management role with ease. This ebook includes advice for managing former peers, developing goals, and generating business results in your new role.<\/p>\n\n\n\n

\u201cThe Current World of the Manager\u201d Webinar Series<\/h4>\n\n\n\n

Gallup hosted a webinar series<\/a> in 2021 outlining the changing obligations and expectations inherent in managing in today\u2019s work climate. The series looks at the external factors that shaped management in the new economy, including the pandemic and social trends.<\/p>\n\n\n\n

\u201cGood to Great\u201d<\/h4>\n\n\n\n

Moving from a good company to a great one relies on successful managers at all levels. Check out \u201cGood to Great<\/a>\u201d by Jim Collins to learn how you can support your company\u2019s transition from just good enough to exceptional.<\/p>\n\n\n\n

\u201cThe New Manager\u2019s Workbook\u201d<\/h4>\n\n\n\n

To help their teams thrive, first time managers need to learn to navigate complex situations. From hiring employees to helping staff members improve their work, Randy Clark\u2019s \u201cThe New Manager’s Workbook<\/a>\u201d can guide you to better leadership.<\/p>\n\n\n\n

Psychological Safety Tool Kit<\/h4>\n\n\n\n

Managers are responsible for helping employees feel psychologically safe in the workplace, especially in a team environment. <\/p>\n\n\n\n

The Psychological Safety Tool Kit<\/a> will help you become more aware of when team members might be feeling unsafe (especially those from historically excluded groups) and provide guidance for creating a healthier, safer workplace.<\/p>\n\n\n\n

Accept the Challenge of First Time Management <\/h3>\n\n\n\n

Becoming a first time manager can be overwhelming. You\u2019re taking on a lot of responsibility for yourself and your team. Delivering business results while also helping the members of your team grow can create a lot of pressure. But if you can master leadership skills at the management level, you can lead your team to greater success.<\/p>\n\n\n\n

For more tips for first time managers, watch this speaking session: What Does it Mean to Be a Manager Today and How Can You Help New Managers Succeed.<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

How to prepare for leadership, 12 tips, and 6 resources.<\/p>\n","protected":false},"author":44,"featured_media":81655,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_et_pb_use_builder":"off","_et_pb_old_content":"","_et_gb_content_width":"","content-type":"","inline_featured_image":false,"footnotes":""},"categories":[3520],"tags":[],"featured_location":[],"industry":[],"class_list":["post-81651","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-manager-enablement"],"acf":[],"yoast_head":"\nFirst Time Manager? Here Check Out These Tips for Success<\/title>\n<meta name=\"description\" content=\"First time manager? 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