Recently I spoke to a talented young software engineer who had been fast tracked into a line management position.
In a very short period of time, he went from a highly competent individual producer to a stressed out leader. He found he didn’t know how to motivate or hold others accountable and disliked navigating the inevitable politics.
His training had equipped him to develop programs not people. He was concerned he had made a mistake in accepting the promotion.
What’s the Challenge?
Technical professionals are often promoted because they have recognized knowledge and skills in their field. Whether it’s IT, finance, sales or marketing, they know their job very well. After all, that’s what got them noticed! The problem is that organizations often promote people based on these technical skills, not on their management skills. And many organizations offer very little support to new managers.
Another issue is that your identity in the organization changes. You may have been a superstar in your previous role, but now you’re starting at the beginning again. It can be difficult for new managers to cope with this “identity crisis.” Am I a competent professional or an incompetent manager?
What You Need to Do
Making the transition from a high performing, results focused professional to a manager that gets results through his or her team can be challenging. Here are four strategies to get you moving towards success.
1. Determine what you need to learn or improve to be a better manager.
Some let others assess their skills and then wait until their performance review to discover what skills they lack. Don’t make this mistake – spend time now identifying what skills are missing or not up to par so that you can start improving on them immediately. Some of the skills that are essential for an effective manager are delegation, motivating others, communication, performance management and coaching, etc. Talk with your boss and get his support for training, mentoring or coaching.
2. Realize a motivated team is a producing team.
Make it a priority to meet with everyone on your team personally. Find out what interests and motivates them and check that they have the resources you need to be successful in their role. This shows that you’re there for them.
3. Stay away from getting your hands dirty.
Resist the temptation to get involved with the technical aspects of the project. Sure, it’s good to provide some technical guidance but the managing part of your role is your top priority.
4. Avoid being the Lone Ranger.
Look for someone who has made a transition similar to yours. An internal mentor can help you avoid some of the mistakes that he or she has made as well as give you insight on the political challenges. An external coach, who has worked with technical people transitioning into management, can offer you advice on how to ensure a strong start and excel in your new role.
Smart Moves Tip:
Focus on gaining some Early Quick Wins – small victories that you and the team can achieve quickly. This will give you a sense of competency and confidence. See also How Great Leaders Motivate and Lessons Riding Fire Engines.
Readers, what have been your challenges in moving from a high performing professional to an effective people manager?
Do YOU know how to lead right – motivate right – hire right – get the right results?
Don’t Gamble With Your Future! Quickly build the right skills to manage the work, the people and the priorities with The Effective Manager and Quick Wins. Get free 101 Tips.
Copyright © 2012 Marcia Zidle business and leadership coach
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