Ideally, promotions shouldn’t be a surprise, at least not for those stepping into a managerial role for the first time. While almost everyone loves surprises, individual contributors need time to develop the skill set to successfully manage people.
This can be accomplished by giving ICs increasing leadership responsibilities, developing a skill-building roadmap for them and providing the opportunity to meet with their soon-to-be direct reports pre-promotion. These were three examples shared by managers at New York tech companies Sisense, Bombora and Petal.
In addition, all three noted that while being given time to prepare for their new roles made the transition to management easier, practice didn’t exactly make perfect — there are some things that can only be learned while on the job.
Continue reading to learn more about the preparation that helped these first-time managers successfully transition to their new roles, along with how they adjusted on the fly and eventually found their foundation as people leaders.
Sisense’s APIs, applications and low-code platform are designed to enable companies to more easily embed analytics into any system or workflow.
How did you prepare for the shift from individual contributor to manager?
I was fortunate to work with my manager at the time, who helped design a professional development plan for me. I was able to focus on specific skills that we charted out together during the weeks leading up to my transition from individual contributor to manager. Because each focus area was meant to be studied during a specific week, I was able to hone in on each one and avoid feeling overwhelmed about everything I was looking to learn. I also made sure that I was dedicating a finite amount of time to up-leveling each week so that I could still focus on my primary responsibilities as an individual rep.
Doing the professional development work before entering my new role allowed me to transition with more assurance around approaching a range of situations. While theoretical knowledge can only carry you so far, it served as a blueprint for me to refer to when new circumstances arose so I could handle them swiftly and confidently.
Doing the professional development work before entering my new role allowed me to transition with more assurance around approaching a range of situations.”
What was the biggest adjustment to make upon becoming a first-time manager?
It took me a few months to adjust to the reality that not everyone on my team was going to approach their role the same way that I did when I was in their position. Each contributor has their own way of structuring days and managing tasks as well as their own motivations. It takes time to really get to know your team members on an individual level and as a collective. Once you do, you can work with them to remove obstacles, but you can only do this effectively when you tailor your coaching to them and focus on what resonates with each person.
How do you quantify or qualify your success as a first-time manager?
The first tip I would give to first-time managers is to trust that it’s OK to not have all the answers. As with most new jobs, you deserve to give yourself grace. Failing is part of the process and is actually a good thing. Know that not everything you implement will be well-received or successful. You have to be agile and adjust, but no one is expecting you to know exactly what you’re doing from the outset.
On a similar note, look to a couple of the more tenured members of your team to see how they could support someone who needs a little extra help. Doing this is not a weakness; in fact, it will remind those more senior or higher-performing team members of how valued they are and will show those receiving the extra support that the team is invested in them.
Marketers use Bombora’s data and technology to direct their efforts at companies that are actively searching the internet for business-to-business software.
How did you prepare for the shift from individual contributor to manager?
I was a lead on several projects in the few years before I moved into a managerial role. My lead responsibilities included managing project work, ensuring my team had what they needed to accomplish our goals and mentoring others. Taking on project lead roles helped me slowly transition into a management role by teaching me project management, prioritization at a company level and how to help my team drive toward our goals.
Taking on project lead roles helped me transition into management by teaching me project management, prioritization at a company level and how to help my team drive toward our goals.”
What was the biggest adjustment to make upon becoming a first-time manager?
The largest adjustment was learning how to individualize my management style. Each person on my team is motivated differently, likes to be recognized in a different way and has different career goals. Recognizing the best way to manage each individual was something I had never done before, but it is definitely making a positive impact.
How do you quantify or qualify your success as a first-time manager?
My most impactful managers were those I could go to for advice on just about anything. I think being a successful first-time manager means building a relationship with the individuals on your team so that they feel comfortable coming to you for career or technical advice. Once you know they can rely on you, you will see trust on both sides, which helps build a more collaborative team that is on the same page.
The relationships we have with our friends and family members are each different and we learn how best to communicate with everyone over time. This is the same with management. It takes time to learn each employee and how to manage them best. My advice would be to not be too hard on yourself. Just like all relationships, we do our best and adjust when needed.
Petal helps people access and build their credit. The company offers three credit cards and determines credit worthiness based on bank data, not credit scores alone.
How did you prepare for the shift from individual contributor to manager?
As a frontline manager of an operations team, many responsibilities fall under my job description. Not only am I handling my own tasks, but I am also owning and supervising the tasks of others to care for critical business needs.
To prepare for such an essential role, it was imperative that I had a deep understanding of not only our business and customers but also my inherited team and how to balance my own workload.
As an IC, you have nearly full control over what you produce. As a manager, your scope is expanded and you often make an impact through others. You learn how to work in partnership with others, understand your team’s learning and individual working styles, and how to assess and reward performance.
As an IC, you have nearly full control over what you produce. As a manager, your scope is expanded and you often make an impact through others.”
Learning how to coach, lead and develop my team took time. I had to be kind to myself and allow room for mistakes and understand that I may not have all of the answers right away. I have learned to trust myself more over time and to cultivate my own self-supporting management style. I commit to staying organized, setting clear goals for myself and my team members and remaining curious, all of which have proven essential to my success as a leader.
What was the biggest adjustment to make upon becoming a first-time manager?
One of the biggest adjustments was learning how to speak and share opinions thoughtfully with my organization’s leadership team. When I was an individual contributor, there was comfort in sharing my point of view with just my direct manager. In this new role I’ve had to learn to concisely and crisply speak to both other departments and the company as a whole. This proved to be quite intimidating at first, yet after being in this role for several years now it feels second nature.
Improving my communication is something I will always strive to get better at and I am particularly inspired by and rely on my peers and our leadership team when it comes to refining these skills. I make sure to actively listen and observe, bounce ideas off of my colleagues and often practice with my teammates.
How do you quantify or qualify your success as a first-time manager?
As a first-time manager it can be difficult to understand what success, including the path to success, looks like. When it comes down to it, the truest form of success as a manager is the success of your team. This means helping them reach their professional goals while also meeting the goals of the overall business. Establishing a clear path to access resources, having intentional one-on-one meetings around career growth and providing feedback on both successes and where improvements can be made are just some of the ways a manager can help lead their team to success.
I have also found that starting with a foundation of trust and openness and then working through challenges together with your team is often the best way for everyone to find their way. A culture of open feedback and communication ensures that you are not only empowering your team but that you are also actively learning and developing yourself.
