What is the first thing you should do when you are promoted to manager of your team?
The exciting yet dreaded transition from an IC to a manager. So, now that you are here, what will you do first? Set up a team meeting. Or, set up your new desk. In this hustle-bustle, our first steps might land a little bit incorrect. Trust me, mine did! If I ever go back to being a first-time manager, here’s what I’d do:
#1 Shed the IC mindset
Who’s the manager? The previous best performer, more often than not. This way of promotion also gives us a little baggage to carry — perfectionism, overachievement, and so on. What exactly ails you could be different from mine, but we all have something that made us thrive earlier but won’t be sustainable now.
After working with managers over the years, I have realized that most initially feel disappointed in their teams. Wondering why? Because most ICs who are now first-time managers always exceed expectations. These are the show stars who can’t tolerate dimness, and the signs of it put big question marks on their heads.
So, here’s the first thing: know and believe you are a manager. You are not an IC managing others or creating clones of yourself. You are a manager oriented toward growth. You know your team is not you; their methods and styles will vary and contradict yours. Bring the mindset shift that lets you see this difference. I talked about this earlier too, it’s one of the most common mistakes made by new managers.
#2 Don’t let first impressions go to waste
First impressions matter; it’s called the halo/horn effect. Whether you are an angel or a devil on day one will set the tone for the rest to follow. Of course, it can change, but that’s a matter of time and effort that we’d like to save.
Ensure that you are making the most of your first team interaction. This should include setting up the right expectations both ways, knowing your team well, and letting them know you. Most importantly, you need to define a vision for where you want to take them. It will be the pivot to align everything that goes on.
I was speaking to Harjeet Khanduja (SVP HR at Jio) recently over a podcast, and he mentioned something very exceptional in this — We think that as mere managers of a team in a big organization, we are not going to set the vision or make a big impact. But is that really true? Aren’t we ignoring all the opportunities we have? He asked, “If I am doing something, am I doing it world class?” Now, answering this alone would throw plenty of areas that need work.
Our conversation on Harjeet’s leadership experiences is out now here.
#3 Build alignment both ways
Cool, you’re a new manager now! Let’s set things up with your team. The game doesn’t end there — that’s just the beginning. As the manager, you are now the guide and director for your team, ensuring that they keep the organization moving in the right direction. You need to connect effectively with the senior managers and stakeholders to ensure that your team and work have the right visibility.
Your efforts matter, so ensure that they get noticed in the right corners. As the liaison between your team and the senior management, you are their advocate and messenger. It means you will be sharing unhappy news (like your team doesn’t have the bandwidth to take up more clients) along with the good ones. Sometimes, you will be fighting for more resources or time your team needs to meet a deadline. Be prepared to handle people at both ends of the rope.
In sum, being a manager is about rethinking the ways you can add value. While as an IC, the buck stopped at your deliverables. The manager can make much longer strides when done well.
