First-Time Manager Series – Part 1

Welcome to the first-time manager series.?This is a sequence of reflections and writings which consider being a new manager.?The reason for this series??Very simply, I believe it to be the toughest step in a career.?We are potentially open to all kinds of support and traps.?

The point is to notice them when they occur.?The series is written from the point of view that this is your first management role.?However, I do hope that there are some aspects in here that reach out to front-line managers who equally have a critical role in any organisation.?I hope you enjoy the series.?

The Weekend Manager

There are many ways to become a first-time manager, graduate scheme, the creation of a new section, nepotism, reward, yes, that still happens.?There are too many to list here, the first consideration is, congratulations.?

There is a sense of pride in your first management role and it is important to recognised this as a positive move forward.?There will be many people forming a line to offer support and criticism, both helpful in their own way, for now, enjoy the moment.???

The ‘weekend manager’ can be viewed as a supportive or derogatory statement.?I prefer the supportive aspect of; on Friday you were an individual now on Monday, you are a manager. The weekend is an opportunity to look ahead and begin to mentally prepare.

You, however, have not 'transformed' over the weekend, at heart, you are still you. I like the analogy of Superman, Clarke Kent the bumbling journalist suddenly ripping of his suit to become an assertive and focused superhero. The 'role' of Clarke Kent is a mask, imagine the stress maintaining that? Of course there are challenges to overcome and things to learn, this does take time.

Right here and now, you are doing ok. Some of your initial concerns might be 'where to start'. Preparation can begin with the points below:

• Do you have full clarity on the expectations of the role?
• Are you familiar with the overall organisational, department and team strategy?
• What are your knowns and unknows?
• How are you feeling about all this?
• How is this all linked?

Even this small amount of preparation will provide a viewpoint and maybe some clarity in what you will be doing and the importance of it. A critical element is how you feel about it. Are you anxious or is it an anxious thought? What have you prepared and how will you deploy it?

You have a new role, potentially a raise in salary, you also now have a range of expectations.?As with most things in life, there is a balance in approach.?An important aspect is that you were chosen for the position.?There was something that you possessed that the panel saw as a critical match with the role.?Where possible, gain feedback.?Even though you got the role, feedback is always illuminating.?

You also now have several elements to consider:

Responsibility, accountability and your people are your key focus

• Responsibility - an internal sense that we should recognise and be guided by our moral judgement
• Accountability - an external expectation of you and the choices you make
• People - arguable the biggest responsibility and challenge

Understand the points above and the aim and goal of the organisation bring together two critical pieces of reflection.

Many first time managers I speak to state that they can not affect the overall strategy, I fundamentally dis-agree, if this was the case, why would they have hired you as a manager. Moreover, if you are managing a team, every element of their work also meets, in some way, the success of the organisation.

The importance of a sponsor / mentor

People want you to succeed, the organisation needs you and your competencies to succeed. Where possible, try to seek out an individual who will not only sponsor you but be that individual you can turn to for advice.

This is generally underestimated, or, we expect the most senior person in the organisation to 'take you under their wing'. What we mean by a sponsor or mentor is someone who is by your side, guiding and supporting with no other mandate than just that.

It may not happen right away, especially if you are new to the organisation. Find that individual who challenges in a supportive way without providing all the answers.

Remember to check in on yourself

It may seem like a mountain to climb, especially after the honeymoon period is over. Think long-term and not about the emails that are starting to mount up. In situations like these we tend to want to be needed. I would urge caution, talk to the team, understand their work, how is it meeting the requirements?

Then, check yourself emotionally. How is this for you? Honesty really is the best policy here. If you don't understand something, ask a question. No one really expects you to 'get it' within the first few weeks/months. While being busy is good, ask yourself what are you busy with? Are you truly acting lie a manager or taking work from others to ease their burden?

You were chosen for the role because of your current competencies and future talent. Build yourself well both in the role and emotionally, like with most things, it will 'click'. Then, when you have mastered that, what's next?

Will Clement

Director, Clement Leadership Development

[email protected]

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