Going from employee to manager for the first time can be very stressful. Various studies in the field show that there are many serious issues associated with the transition, and we at Ivital believe that companies can benefit from addressing this. That’s why we’ve gathered information on the topic and created a simple guide for a starter conversation when an employee is promoted to first-time manager.
The initial meeting with the first-time manager
- Openly discuss the challenges of going from being the top performer in the team to now having to make the team perform.
- Talk about the first-time manager’s relationship with former colleagues and how that relationship is affected by now being their manager.
- Tell the first-time manager that it can be just as difficult for former colleagues to adjust to this change, so it’s crucial that both parties talk openly about it.
- Focus on honesty between the first-time leader and their manager, as well as the first-time leader’s team. Let the first-time manager know that there are many things they need to learn in a short period of time, so it’s natural to ask for help often.
- Also, let the first-time manager know that it’s also okay to inform the team about the hard parts of the transition and that a helping hand is always welcome.
- Inform them that the pace of work will naturally increase, so it’s a good idea to be extra aware of your mental energy and bodily signals. Allow for some workdays to take place in a less chaotic environment (e.g. at home) where the pace can be slowed down and the brain can store all the new knowledge so it can be used most effectively.
As a first-time leader, you can use the elevator metaphor
When you’re in deficit, everything can feel like a challenge. Be extra conscious of your own surplus during this chaotic period. Imagine you are standing in a glass elevator. Are you at the top and in control, or are you in the basement and have lost it? Think about how this affects your view on issues and your employees’ energy. Think about how it affects your posture and energy when you arrive at work. When we’re at the top of the elevator, intuition often comes back to us. We find ourselves being creative and getting ideas again. When you’re in the basement, it feels like you’re just working harder and harder without getting anywhere. What can you do to create energy in your workday? As a first-time manager, it can be difficult to delegate. Try looking through your tasks and identify those that can be delegated. Remember, it’s often when we let go that we feel energized again. This way we can get back to the top of the elevator.
Three things that will strengthen first-time leaders’ personal leadership
- Create and prioritize time for yourself. Give yourself space for calm and reflection. Remember the elevator metaphor!
- Ensure attention to playing yourself and others better. Focus on the people, they are the ones who create the results. Examine what kind of leader you want to be. A classic example of how identity develops for individuals making the transition from employee to manager is getting used to setting aside time for planning and coaching others. You have to learn to value making others more productive as a job instead of only focusing on your own productivity.
- Remember that you and everyone else are only human. It’s human to fail and regret. The more you embrace yourself as imperfect, the better a leader you are. Know that mistakes are part of everyday life.
Be a present role model
You are seen all the time. Your coworkers look at you in meetings, when you’re working, and when you’re in the kitchen. You need to be aware of your signals and the role model you want to be, e.g. the one who constantly wants to make others better. Your appearance and energy set the standard and it spreads like ripples. If you always walk down the hallway with your head bent over your phone looking busy, it creates an atmosphere of busyness. If you have the energy to smile and look your employees in the eye when you cross paths, it creates an atmosphere of energy. Your employees instinctively sense this. The feeling of busyness makes them hide their problems until they are so big that it becomes critical. Excess signals that small problems can be brought up and solved continuously.
Summary
The pace picks up during the transition period, you have to deal with a new identity and a lot of new tasks. It’s okay to fail, to ask for help and to take time to feel if you’re heading in the right direction. Good luck from us at Ivital.
References
- Bolander, P., Holmberg, I. & Fellbom, E. (2019). Learning to become manager: The identity work of first-time managers. Management Learning, 50(3), 282–301.
- Debus, M., Fritz, C., & Philipp, M. (2018). A story of gains and losses: Intra-individual shifts in job characteristics and well-being when transitioning to a managerial role. Journal of Business and Psychology, 34, 637–655.
- Freedman, M. A. (1998). Pathways and Crossroads to Institutional Leadership. Consulting Psychology Journal: Practice and Research, 50, 131-151.
- Hay, A. (2014). ‘I don’t know what I am doing!’ Surfacing struggles of managerial identity work. Management Learning, 45(5), 509–524.
- Hill, L. A. (1992). Becoming a Manager: Mastery of a New Identity. Boston, Massachusetts: Harvard Business School Press.
- Ibarra, H. (1999). Provisional selves: Experimenting with image and identity in professional adaptation. Administrative Science Quarterly, 44(4), 764-791.
- Park, H. H., & Faerman, S. (2019). Becoming a Manager: Learning the Importance of Emotional and Social Competence in Managerial Transitions. American Review of Public Administration, 49(1), 98–115.
- Snook, S., Ibarra, H., & Ramo, G. L. (2008). Identity-Based Leader Development. Academia.
