![]() When you provide access to leadership development to your first-time leaders (whether in-house or through external partners), be sure the content is relevant to them, and not generic, to help develop their core leadership skills and understand the different leadership roles they must be able to play.ĭeveloping new managers also means equipping them with a clear picture of their current leadership style, strengths, and weaknesses. Trying new approaches rather than relying on what seems most obvious or easy is the only way to change and improve. New managers may know they need to communicate or give feedback to direct reports - but what they’re doing may not be working. Training specifically tailored to the challenges of first-level management can help. You want to develop leaders, not just bosses, so helping new managers understand the new mindset and behaviors they need in their role is essential. ![]() Provide new managers with knowledge and practical tools, tailoring development to specific areas of need. Providing organizational scaffolding and boss support is critical. This type of support does make a difference: Our research shows that when people feel supported, they’re less likely to want to leave and have higher job satisfaction and commitment. Let them know they’re doing important work and give formal recognition when they do well. Communicate with new managers and give them feedback on how they’re doing. The new reality is that their success is about working with, and through, others. Developing new leaders means helping them make an identity shift away from the mindset that success is all about their individual contributions. When new managers attend our programs for developing new leaders, they often tell us they’re surprised - and relieved - to learn that the issues they’re facing are actually quite common and that their peers face many of the same problems. They’re probably too self-conscious to admit they’re having a hard time, as if that would prove they didn’t deserve the promotion. Many first-time managers feel alone, as if they’re the only ones to struggle with taking on a management role. Leading a team engaging, motivating, and coaching others building relationships and finding constructive responses to conflict are among the specific challenges that new managers face. Being the boss of people who were your peers is often a difficult change. Help new managers to anticipate challenges and understand the learning curve is natural. Clarify the challenges of shifting from individual contributor to manager and acknowledge their reality. What can organizations - and senior leaders - do to strengthen their leadership pipeline by developing new managers? What Matters Most When Developing New Leaders?ģ Research-Backed Ways to Help Your First-Time Managers Succeedīased on our decades of research and experience developing first-level managers, we suggest 3 key things to increase their chances of success:ġ. Without an attentive boss and supportive organization, first-time managers are on their own. Senior leaders and talent professionals know a frontline management role can be tough. No wonder 50% of managers in organizations are rated as ineffective. Almost 60% said they never received any training when they transitioned into their first leadership role. ![]() 26% of first-time managers felt they were not ready to lead others to begin with.20% of first-time managers are doing a poor job, according to their subordinates.Far too often, the new leader and their organization take for granted just how difficult it can be to transition from technical or functional expert to a leader of people. Making the transition from friend to boss is proving harder than he expected, he told us.īoth these scenarios are understandable, as they’re among the most common challenges for first-time managers. She’s finding that the skills and attributes that made her successful before aren’t very helpful for leading others, and she isn’t sure what to do differently.Īnother recently promoted manager is now responsible for direct reports who used to be his peers. That’s how one first-time manager described the letdown of being promoted from individual contributor to being a formal team leader. Now, I’m only an okay chemist and an okay manager.” ![]() “Before my promotion, I was a good-to-excellent chemist.
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