Here is how to successfully transition an AE/XDR/CSM to management

Abstract: This article is written for those leaders responsible for promoting. It provides specific actions that can be taken to maximize the likelihood of success for first time managers.

Having promoted dozens of people to management (and for the past 7 years focused on supporting others to do the same), I will share the playbook for doing so successfully so that you can do the same:

Promotion readiness

The AE/CS/XDR frontline manager's highest impact is in coaching/mentoring/training the team to succeed. The most common mistake is to promote the highest performer to management - This may have two very negative impacts:

1. Remove your highest producer from the field
2. Reduce the team's performance if the profile of that IC is wrong for management.

There are a few ways to avoid this that I recommend you consider:

1) Do a DISC or similar assessment to determine whether motivators and behaviors consistent with a supervisory role exist. Your HR partner will have a perspective on what is best.

2) Review their calendar through the lens of 'energy' - IE Discuss what meetings/tasks give them energy vs drain energy and compare to what a day/week looks like in the new role.

3) Have a direct conversation about the new compensation structure (Especially for AEs - An overachieving AE will always earn more than a front-line manager).

4) Review career pathing as a top-performing IC vs a management path (Both internal and external to your organization to ensure alignment).

5) Watch the dynamic within the team - Is the candidate already answering questions/sharing resources with their peers? Is it apparent that they are respected by the team and are self-identifying as a coach/mentor?

Making the transition successful

Condition the team: Set the table by bringing the team together and explaining why the new manager was promoted - Highlight their contributions to the team to date and the expectations you have of them as they assume the role. In particular, if you are wanting to enforce any new practices announce them as yours so that they aren't blamed for any uncomfortable change.

Clear the decks: I was hired as a VP at a mid-sized organization and as I was accepting the role, my boss said, "And week one I need you to fire [redacted]." This is unconscionable. If you have people that are underperforming, move them out in advance so that your new manager doesn't look like the grim reaper.

Enable them: The following are oft overlooked critical items for ensuring the success of a new front-line manager:

1. Give them a 'me-manual', which is a guide to working with their leader (maybe that is you) that sets out expectations clearly.
2. Give them a management manual - These days it takes the form of an online resource - Here is a solid example from Clearbit.
3. Give them a calendar that has their operating rhythm laid out. This should include every meeting with 'purpose, agenda and outcome', plus any associated reports
4. Have them sit with enablement/RevOps to ensure that they understand how to use all the reporting and coaching tools at their disposal. It is critical that this is put into context also. IE "Here is how you look at reporting in Gong/Gainsight/Salesloft to see XYZ in preparation for your 1:1s."
5. Give them the activity:outcome success formula for their ICs. IE The path to success for their people so that they can with credibility. [I am shocked how infrequently this is done/known]
6. Role-play all the critical elements such as:

• Coaching conversations
• Critical/Difficult conversations
• Personal development conversations (using models such as G.R.O.W.)

Coach/Develop them

Use assessments as a foundation if you can: I have the data and the conviction that says Emotional Intelligence competencies scores can inform where new managers may need additional support. For our SaaSy clients we use the EQi2.0 model mapped to role functions within management, but anything is better than nothing - Pick your tool and then provide coaching and ongoing development connected to areas of risk.

In EQ terms we see ICs be too hands-on and have difficulty letting go if they have high self-regard, high assertiveness and low impulse control - You can get ahead of that by making them aware, creating desire for change, and then supporting them through that development. This typically requires third-party support like SaaSy, or internal support that is most often led by an Industrial/Organizational psychologist.

Assign an executive as their mentor - If you are a very small org, then this can be external. First-time managers are spinning many plates and having the steady guidance of a veteran is very helpful. It also allows you to discuss gaps in the process.

Do a review after Q1

Much as you would do with a new-hire, have a formal review of the manager onboarding process so that you can get ideas for improving this for the next promotion.

A final note

Promoting from within for front-line management is my preferred option - I like bringing in some external folks/perspective to include in the leadership ranks, but if my entire front-line is from within, I would be as happy as a clam. I hope these pointers help you make your next round of promotions exceptionally successful.

Matt Cameron is the CEO of SaaSy Sales leadership. An organization that works with growing SaaS and software organizations to implement management best practices and to develop the next generation of leaders.