Where most first-time managers stumble, and how to avoid it

This blog can be read as a stand-alone piece, but it builds on themes discussed in the previous post. Click here to read it.

Many first-time managers find it tricky to navigate the shift from being an employee to a manager. It's not because they're not qualified. It's because the playing field seems to change overnight. We'll explain.

But first, let's step into the shoes of a football coach.

From player to coach

Most coaches are ex-players. Over the course of two or three decades until the end of their playing career, they painstakingly drill the muscle memory for so many things into themselves: precise sliding tackles, powerful volleys, delicate one-touch passes, and so much more.

But when match day arrives, as a coach, all that muscle memory matters very little. They give their team a pep talk before the game, go over the planned tactics, and tell each player what's expected of them. Once the whistle is blown, they might occasionally shout out instructions to the players, but mostly they stand back and watch the action from the sidelines.

They play a crucial role in winning trophies and silverware for the team, but as for the actual action, they're not in the fray.

From doing to leading: why it's hard

Being a manager sometimes is a bit like that. A lot of overseeing, inputs, strategy, and feedback without getting into the nitty gritty.

This is why it's natural for employees who are new to the game (of managing teams) to feel a bit lost.

As we established in the previous blog, grunt work is visible work. It aligns closer with the stereotypical idea of what work looks like. Some who ascend the ranks end up feeling that their main asset was their ability to work hard and get their hands dirty. So when work takes on a less tangible quality, such as overseeing work, working on strategy, and enforcing standards, these employees may feel confused about how to showcase their value and their ability to 'work hard'.

They feel anxious about the fact that there isn't a whole list of things to do at any given point that translate into quick output or visible wins. Even the things that are on their plate may not give them an immediate sense of closure.

We're talking about a big mindset shift here. A football player on the cusp of their transition into a coach cannot hope to continue contributing with their sliding tackles. The problem is that at the workplace, a manager can continue to play in 'the matches'.

While this may not sound like much, the cost of employees not coping well with the shift to management is huge. The bigger the scale, the greater the cost.

Reframing what work means

So what can organizations do to nurture capable and effective leaders?

One of the most important things they can do is to make it clear that invisible work is important.

They need to inculcate the idea that it's okay not to appear busy and that doing things such as clearing obstacles for their team, thinking strategically, and aligning employees toward common goals are all extremely meaningful forms of work that far outweigh the contribution that they can make as grunt workers by regressing to their former selves.

Championing a new idea that can lead to a big win in the future is more valuable than making ten cold calls or filling up a spreadsheet.

Organizations need to provide managers with the right resources and training to improve their transition. It's important that the right environment to nurture effective leaders is built into the culture from the outset. Once a culture of micromanaging and low trust takes over, it's difficult to reverse.

A checklist for leaders

So, how can a manager who is struggling with the shift evaluate themselves and understand if they are on the right track? Asking these questions can help them evaluate that.

• Am I putting in place lasting systems that will contribute to the organization's overall goals?
• Am I empowering my team to function effectively even with minimal input from me?
• Am I identifying, nurturing, and equipping future leaders?
• Am I making high-level decisions that will have a huge impact on the organization?

If the answer to all of the above is a resounding yes, it means that they are on the right path.

Equipping your leaders

It's important for a company to have its leadership looking at the big picture and executing on the company's vision rather than getting lost in the details. While it's great to be able to have the worm's eye view, they need to think about the larger impact of their efforts.