What are common mistakes that new or inexperienced managers make?

What can new managers do differently?

Being a new manager is a thrilling prospect, isn’t it? We get our team to manage and work with. The idea of ensuring we reach our full potential together excited me the most as I started this journey. But, as with every other instance, some things remain amiss. As new managers, we are often in the same state of mind — vitality and energy taking charge before we even set out to sail. This confidence can sometimes lead us astray. I am sharing three ways I messed up as a new manager, so you don’t. (Keep #3 in mind particularly.)

Being too much of a manager

At the very start, I thought that I had clarity. It would take some time for reality to hit, but at that moment, I knew what to do and how to get things done with my team. And so it went: With goals set and ideas discussed, we started our quest. At every step, I was there to check and review. If my team ever got stuck, I was there to handle it on my own. Are you sensing what went wrong? I was micromanaging the people while seeking perfection.
It happened on its own.

The intentions were obvious and right, but they lacked an appraisal of reality. Real teams need time to work things around; they make mistakes, get over them, and let the team members be. New managers often take up management with too much seriousness for the task, reserving little for the people who are doing it. Balance is crucial. It makes you the manager who holds hands to help but prevents you from being one who holds back others.

Being a superhero

Time passed, and management went on. The early days seemed exciting, and I loved taking up more and more things to do until my plate was too full to handle! I was sometimes annoyed at things going wrong with my team at the helm. I thought, “Oh God, I’d rather get this done than explain and await mistakes.” That’s where the trouble lay. With this mindset, I frequently did things my entire team was supposed to do together. You can guess the results — sleep-deprived eyes staring at screens long after the moon has been up. It was not a great role to be in; management seemed tiresome because why even is there so much to do?

Through conversations with my managers, I realized I was afraid of delegation. I could not let go of control and tasks because I did not want to enter a mess of mistakes and make it all right again. You’ll agree that the cycle is tiresome. But you also have to agree that it’s essential. Without delegating work to our teams, we hit the limits very soon. Plus, it never frees us from the trivial to focus on things that matter. So, if you are a new manager, start delegating; read this blog on delegation to learn more about it.

People matter

I have talked about the work so far. But being a manager isn’t all about the job; you are managing people. And that’s one thing that we often forget. The role of a people manager is one meant to enable others. Their progress and growth are our deliverables. Sometimes, we need to get through difficult paths and conversations to achieve these. When we are freshly elevated into managerial roles, tricky conversations are the scariest things ever! After all, calling someone out isn’t easy. What if they get angry? What if they don’t get me? All of those are legitimate concerns.

Nonetheless, these are the conversations that helped me the most as a manager. I have had my fair share of hesitation before heading into meeting rooms, but the conclusions were worth it. So, don’t shy away from conversations that make you sweat; they could be the most important ones of your career. Difficult conversations enable teams to overcome conflicts, redirect energies, and focus on things that truly matter.

There’s a lot that can go wrong in your first managerial role. And that’s okay! We make new mistakes to keep learning new things.