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First time manager toolkit1/5/2023 ![]() ![]() Providing organizational scaffolding and boss support is critical. This type of support does make a difference: Our research shows that when people feel supported, they’re less likely to want to leave and have higher job satisfaction and commitment. Let them know they’re doing important work and give formal recognition when they do well. Communicate with new managers and give them feedback on how they’re doing. The new reality is that their success is about working with, and through, others. Developing new leaders means helping them make an identity shift away from the mindset that success is all about their individual contributions. When new managers attend our programs for developing new leaders, they often tell us they’re surprised - and relieved - to learn that the issues they’re facing are actually quite common and that their peers face many of the same problems. They’re probably too self-conscious to admit they’re having a hard time, as if that would prove they didn’t deserve the promotion. Many first-time managers feel alone, as if they’re the only ones to struggle with taking on a management role. Leading a team engaging, motivating, and coaching others building relationships and finding constructive responses to conflict are among the specific challenges that new managers face. Being the boss of people who were your peers is often a difficult change. Help new managers to anticipate challenges and understand the learning curve is natural. Clarify the challenges of shifting from individual contributor to manager and acknowledge their reality. What can organizations - and senior leaders - do to strengthen their leadership pipeline by developing new managers? What Matters Most When Developing New Leaders?ģ Research-Backed Ways to Help Your First-Time Managers Succeedīased on our decades of research and experience developing first-level managers, we suggest 3 key things to increase their chances of success:ġ. ![]() Without an attentive boss and supportive organization, first-time managers are on their own. Senior leaders and talent professionals know a frontline management role can be tough. No wonder 50% of managers in organizations are rated as ineffective.
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