Workplace Doctor: Pointers and pitfalls for new manager

Stepping into management for the first time is no easy task but stretching yourself now will only benefit your career in the long-term.

I applied for a new engineering job this year and secured the role. Then the company asked me to take on the manager's role instead as he had stepped down. I was a little surprised as I have no management experience but decided to accept. I have now joined the company and discovered that several members of the team were perfectly capable of leading our unit themselves but didn't want the added responsibility. So how do I find my feet both as the team rookie and the new manager? JH. Dubai

Let me first congratulate you on this new role and the welcome surprise. Even though managing people for the first time can be a daunting experience. The company must have noticed this potential, and a skill set that you may not have seen in yourself yet. It may be that they felt your personal style combined with your engineering background gives you the credibility to manage a team of highly capable colleagues.

This challenge should be viewed as an opportunity to expand outside of your comfort zone. Management research has found that taking on stretching positions like your new role can be tremendously important in developing effective managers and leaders. There are numerous examples of successful executives who have experienced these types of formative and often stressful events on their way up the career ladder.

As it is your first management position, it is fortunate that you have a skilled and capable team already in place. Although it might feel ominous that your new colleagues did not want to take on your management role, it does not necessarily mean you have taken too great a leap. It is not uncommon, especially in engineering professions, for technical experts to turn down management responsibilities in favour of continuing in their specialist role. The added weight of managing people often means doing less yourself and more through others. Many thoroughly enjoy the technical element and struggle to let go, as it is what they initially trained to do.

But how does this affect you? Your new team can be likened to a football squad. A football striker for instance, may be brilliant in his current role, but if he is asked to captain the team based on his success as a goal scorer, he might well fail to deliver. Responsible for organising and inspiring a team of 10 other people, and concerned with the entire game rather than simply hitting the back of the net, a captain is using an entirely different skill set on top of those with individual responsibilities. To be effective in this role, they should inspire a stronger performance from the team as a whole, instead of just thinking about their individual contribution to the game.

Not only do you need to integrate yourself as a member of the team, but also as the new captain of that team. Your new employers clearly have faith that you will be a good fit to lead this strong existing unit. Therefore, your first few weeks should focus on building relationships with your co-workers. Make sure you understand their experience, viewpoints and general work style, showing your appreciation for the wealth of knowledge that is already in the team, before you make your judgements about how things will work.

You may then notice things you would like to change. It is important that any changes are considered and thought through, allowing you to gain buy-in from team members. It may be the case that they have done certain things in certain ways for a long period of time, so focus on the number of positives already in place and discuss how the team can “have more of this”. You do not want to be seen as the “hot-headed rookie” coming in to shake everything up. Create the conditions for this team to flourish, ensure that they are aware your experience backs up your decisions, and you will find yourself well rewarded for taking the risk they have declined.

At this stretching time, it is also important you maintain a balance between challenge and support (you certainly have the challenge) through actively forming a good developmental relationship with your new boss. You may want to show you are capable, but you should also seek regular feedback and advice, sharing with them what you are noticing and experiencing almost daily. A good captain also needs someone watching over them from the sidelines.

Doctor’s prescription:

Stepping into management for the first time is no easy task, yet the benefits far outweigh the costs. Think about this as an opportunity to learn. Remember life begins at the edge of your comfort zone and it is often from challenges and discomfort that we grow the most. Having an experienced team already in place can have its positives if you play it well and handle the situation sensitively. Build bridges and form relationships first before thinking about what could be changed or improved.

Alex Davda is a business psychologist and consultant at Ashridge Business School, based in the Middle East. Email him at [e-mail] for advice on any work issues.

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