What do you do if you're transitioning from an individual contributor to a management role?

I firmly believe in learning and coaching to transition from staff to management. If possible formal management and leadership training is preferred. If not, there are many good certificate programs, books and short courses which can be super useful. Lastly mentoring and coaching are quite important and valuable. In my experience, I have found executive coaching to be extraordinarily helpful.

Antes de nada, ANALIZA TU EMPRESA: - MISIóN, VISIóN y VALORES (te permitirá identificarte con el proyecto). - ESTRATEGIA y PLAN DE NEGOCIO (sabrás lo que se espera a corto y medio plazo). - Quiénes y CóMO son: Accionistas, Presidente/a, CEO, miembros del Comité de Dirección, resto de cargos y compa?eros/as (te ayudará a desenvolverte mejor). - Obtén información de RRHH y de tu superior inmediato para saber de primera mano lo que se espera de ti (te dará una idea de hasta dónde puedes llegar en caso de que seas una persona excesivamente proactiva). - Conoce y "graba a fuego" cuáles son tus objetivos, los de tu equipo y departamento y los de tu empresa. Ahora, ?A APRENDER!

First, understanding the role's expectations and responsibilities is crucial. Then, focus on developing leadership skills such as communication, delegation, and conflict resolution. Seek mentorship and guidance from experienced managers. Building strong relationships with team members fosters trust and collaboration. Effective communication, both transparent and clear, ensures alignment and understanding among team members. Learning to delegate tasks empowers the team. Setting clear expectations helps align everyone towards common goals. Leading by example inspires and motivates. Continuous learning is essential for growth and adaptation to new challenges. Finally, handling setbacks with resilience and a growth mindset is key to success.

Transitioning to a management role from being an individual contributor is about broadening your perspective and developing new skills. Begin by understanding your team's strengths and ambitions to delegate effectively and inspire motivation. Invest in leadership training for strategies to handle your new responsibilities and seek mentorship for experienced insights. Prioritize communication—establish open lines for sharing expectations and listening to team feedback. Shift from supervising to facilitating, encouraging innovation and teamwork. Remember, this transition is a learning curve. Be patient and focus on growing your leadership abilities, aiming to empower your team and drive success.

Build truthful honest communication with your people around, you already lead by example which will put your team at ease to approach you rather then sit and assume things, be there to hear them out rather then giving excuses "you are in meeting "

A mental shift is necessary to go from individual contributor to manager. This is how to get ready: Enhance your leadership abilities by emphasizing coaching, delegating, and communication. To improve these skills, enroll in classes or look for mentorship. Team focus: Your team's accomplishments, not just your own, become the key to success. Discover how to inspire and empower them. Give up control: As a manager, assign work while offering assistance. This gives you more time for team building and strategic thinking. Try not to micromanage and instead have faith in your team.

Building strong relationships with your team is indeed a critical aspect of transitioning into a management role. However, it's also important to balance this with maintaining professional boundaries. While understanding team members' aspirations and concerns is crucial, a manager should also ensure that their role as a leader and decision-maker is not compromised. Furthermore, fostering a culture of open communication should also include setting clear expectations and providing constructive feedback, which is key to team growth and productivity.

No solo con tu equipo directo. Tienes que construir relaciones personales con TODAS LAS PERSONAS (para eso somos personas). Con tus superiores, con los "iguales" de otros departamentos (esto te dará una idea de la relación interdepartamental a la que aspiran) y, especialmente, con TU EQUIPO. Pero, ?ojo! no te encierres ni encierres al grupo. Esto no es un Reino de Taifas independiente. Le harás un flaco favor a la empresa, a tu equipo y a ti mismo/a.

SUBDIVIDE. Ten claros los objetivos que te marca la empresa y, a partir de ahí, subdivide en tareas e hitos más peque?os, a corto plazo, para alcanzar lo que te propones. Paso a paso... En cuanto pase algo de tiempo, verás TODO LO QUE HABéIS CONSTRUIDO.

Transitioning to a management role indeed requires a shift in focus from individual tasks to strategic planning and team management. Effective time management is crucial in this context. Prioritizing tasks and delegating not only ensures efficiency but also fosters a sense of responsibility and skill development among team members. It's also vital to remember that unexpected issues will arise, and time must be allocated to address these.

Importantísimo: intenta no colapsar tu agenda y reserva tiempo para "pensar", ordenar tus ideas y organizar. En estos tiempos, vivimos sumergidos en "la inmediatez". Vamos llenando huecos en nuestra agenda creyendo que como está habilitado ese "hueco", es que disponemos de él. Cuando te quieres dar cuenta, ves un día plagado de reuniones que no te permiten hacer ese trabajo "de oficina" que sí o sí tienes que hacer tú y que está en tu tejado.

Communication is so crucial in newly acquired positions. Without clear communication there will be many hiccups encountered. Sit down and prioritize what the next steps will be and how they will be taken. Don’t be afraid to share that things will be challenging in the beginning, but all will reap the rewards and opportunities that will come eventually.

Be there for your people to share work update rather then sending only email , check with them what work to get task done, not always same methods work for multiple task, commen sense above everything will help task done rather then discussing on split milk, make your choice wisely.

Si tu equipo no sabe lo que quieres, difícilmente lo harán. Fútbol=Empresa Tú quieres jugar en bloque alto y presionando al rival. Pues como no se lo digas a los jugadores y no lo practiques en los entrenamientos corrigiendo aquello que no quieres que hagan, no sé cómo vas a conseguir que lo lleven a la práctica en los partidos.

Leading by example is indeed a powerful tool in management. However, it's important to note that this doesn't mean you have to be perfect. Managers are human and will make mistakes. The key is to own up to them, learn, and improve, which in itself sets a great example for your team. Also, remember that leading by example includes not only your actions but also your attitude. A positive, can-do attitude can significantly influence your team's morale and productivity.

An important part of this transition is to ensure you're approachable. Part of forming successful relationships at this early phase will be ensuring the team knows they can come to you for guidance, feedback and support when they need it.