It’s scary to be a first-time manager and the challenges that come with it may not be the same for everyone, but the journey is similar.
Transitioning from an individual contributor to a managerial role involves a significant shift in responsibilities and expectations. The pressure to lead and guide others toward success can be overwhelming, especially when faced with the uncertainty of handling diverse personalities, conflicts, and varying skill levels within the team.
Secondly, the fear of making mistakes and not meeting expectations can weigh heavily on new managers. The role of a manager often involves making crucial decisions that impact the team and the organization. The fear of failure and the pressure to perform well can create anxiety and self-doubt.
Good Managers Are Trained Managers
We often hear the term “good managers,” but what does it mean to be a “good” first-time manager”?
Good managers can inspire others, which causes their teams to perform better. They’re also adept at engaging with and motivating others, creating more effective teams. A good manager will admit their failings openly, creating a culture where vulnerability is acceptable. They are effective communicators, with clear directives that others can understand without question.
By comparison, poor managers rarely ask for help and only hold others accountable when necessary. They often lack the skills required to communicate effectively. First-time managers hired within a company may struggle with control, leading to micro-management or over-management tactics.
We believe the main difference between these two types of managers is the training, or lack thereof, they’ve received.
High-Growth Organizations Are Only as Successful as Their Leaders and Managers
The knowledge and training needed to become a first-time manager should not be the sole responsibility of the individual.
Organizations must take responsibility for training their most significant asset: their people. It’s not only the right thing to do but also the correct business decision.
We know from research that employees leave managers before they leave organizations. That is to say, they likely leave unprepared managers. By comparison, managers with comprehensive training are more able to create an engaging work environment where attrition slows and production increases. Organizations looking for greater returns from their workforce should invest in their most valuable resources: their managers.
Paul’s O’Beirne’s Journey to Becoming a Leader
My journey as a first-time manager was fascinating. I was placed in a manager role early in my career, and I was not given the proper investment in skills training.
I lacked the nuances of being an effective manager. Luckily, I had a coworker and a mentor who was candid with me and gave me some much-needed advice and support, which I could take constructively and improve myself.
I also recall using one particular management style simply because it was comfortable. It didn’t occur that I should tailor my approach based on the individual’s needs and not my preferences. Once I understood my method lacked clear communication and mismatched expectations, I knew I needed to learn some different approaches.
This led me to get more training and experience in my many roles since then. It’s also why I believe in helping leaders and managers succeed and why we’ve created a manager training program that works.
What a Holistic Manager Training Program Looks Like
To help front-line and first-time managers, we created ORCA’s Manager Academy©. It is a holistic training program for front-line managers focusing on skills development, self-awareness, and self-management
To learn more about ORCA’s Manager Academy© and how your organization can benefit from this training, book a meeting with our experts at experts@orcahrsolutions.com.