Overcoming the Most Common Traps In The Transition To a New Level 

How many times have you thought, “If I were the boss, I would…” (or “wouldn’t,” for that matter)?  And now, you are the boss, after all the many months of hard work you put in.   Congratulations!

That said, perhaps it isn’t exactly as you had expected.  There are many challenging elements in the transition to management. Moving up to that level is a lot easier in theory than in practice, so don’t despair if you are finding it more difficult than anticipated.

Here are some of the most frequent problematic aspects of this career-changing evolution:

• • • • Supervising former peers
      • Transferring knowledge
      • Letting go of technical prowess
      • Providing feedback
      • Disciplining staff

In addition to all of those, following are the three most common challenges reported by managers — with some tips on how to overcome them.

1. Time Allocation & Prioritization 

Before you were the boss, the responsibilities were clear.  You had a job and the outcomes and deliverables were known and measurable.  You accomplished something every day, and could show your productivity.

With all of that achieving and showcasing of your skills, you eventually attained the promotion — but what got you the role isn’t necessarily what will make you excel in it. Your new job is now drawing the best results from those who work for you.

When employees are asked the question, “What makes a good manager?” the most common responses are:

• • • Good coach and mentor
    • Supportive
    • Provides balanced, timely and frequent feedback
    • Listens and is a good communicator
    • Is open and transparent

Takeaway: Allocating your time wisely with you new responsibilities as a manager requires that you back off of doing the technical work of your past job, and instead focus on:

• • • Directing your staff
    • Giving feedback
    • Conducting meetings
    • Creating a framework for future projects

Bottom line: It is important to prioritize your team and their productivity over the desire to create something tangible at the end of the day.  It is in fact the intangibles – the ongoing support and guidance of your staff — that will make all the difference to your organization.

2. Delegation

Raise your hand if you have ever said, “It’s just easier to do it myself.” (I know my hand is in the air!)  So, shifting from doing a project to delegating it is an investment of time and energy.

There are many reasons why it is hard to let go of the work: you enjoy it, you are under a deadline and can do it faster, you feel like you are dumping it in someone’s lap, or you want it done the “right” way. Here are some of the best ways to overcome these oh-so-persuasive excuses for the benefit of your team:

• • • I Like It: Great! You will be able to energize your staff around the work because of your passion for it.  Focus on sharing that passion with you team – and then find something in your new role to feel that way about.
    • Looming Deadline: Sometimes you may need to take the reins due to time constraints — but don’t hold them alone. Bring a staff member on board and work side by side. Explain why you are being “directive” under these circumstances, how you have  approached the project this far, and the importance of time constraints.

Then, once the deadline has passed, meet again to review what was done, so the next time they can take more of a lead.

Don’t Want to Dump: You are not dumping, you are developing. It is important for you to be aware of the difference. So, explain each of these steps to a staff member:

• • • Why they are getting assigned the work
    • What skills you want them to grow
    • The benefits to their career

If you approach it this way, you can convey that it is important for the team member to pull their weight and “show their stuff,” while at the same time communicating that the best managers never ask of their staff what they aren’t willing to do themselves.

You Want it Done “Right”: I have to challenge you (and myself) on this one. We know, logically at least, that our way is not the only way, but it may be hard to accept that it’s actually possible it’s not be the best way either. Fact: sometimes high-performing team members can come up with great, inventive solutions. So stay open to the innovations of your team. Not only may you get a better outcome, you will likely have a more engaged and productive staff. Remember: it’s not your job anymore.  Let your people do their job – you do yours.

Takeaway:  Redefine what a successful delegation looks like:

• • • • Did it get done?
      • Did you get it done correctly?
      • Did you spend less time doing it than if you had done it all yourself?

Congratulations, then it was a success! Don’t worry about any needed corrections; if there were minor glitches, think of it as a learning opportunity, and then next time it will require even less of your effort.

Bottom line: When you delegate it is not “hands-off” — you just spend less time on the task itself, but the support and direction you offer is essential.

3. Receiving Recognition    

When you were an individual contributor, you know what you produced each day. The basis for your evaluation was clear on the specific work you were assigned; you have someone acknowledging your results and saying “job well done.”

As a manager, that sense of accomplishment is harder to achieve since you are measured by the results of your team rather than your individual contribution.

Takeaway: When recognition comes for a different reason, and through different efforts, you may feel lost on how to get that “job well done” feeling. So, the solution is to shift your mindset regarding the concept of recognition: share the success of the team with others. You will find that often when you shine the light on someone else, it reflects back on you.

The transition from worker to manager can be a rocky road if you are not prepared to make some big changes that will require you to think differently.  The promotion to that loftier, enjoy-the-perks management level is often because a person did their own job well.  And the next promotion will be because that person enabled their team to do theirs even better.