Making the move to a manager position can be both exciting and challenging. First time managers often have fresh perspectives to share and an understanding of what it takes to do the daily work required of individuals.
Plus, the number of managers is vast and growing. According to the U.S. Bureau of Labor Statistics, there are more than 9 million people working managerial occupations. And that number is expected to grow by eight percent through 2031.
With the number of new managers on the rise, companies can support employees new to management in a variety of ways – whether it’s through thoughtful career pathing or offering employees the opportunity to tackle new projects. Those looking to get into management can appreciate tips and tricks from other first-time managers.
These three companies have seen the value in first-time managers. We spoke with Edify, Epirus and Ylopo employees about their experiences, what they’ve learned and how they support their teams.
Edify is a communications software company using AI to increase customer engagement.
Prior to assuming your managerial responsibilities, how did you prepare for the shift from individual contributor to manager?
I met with my manager to discuss my career trajectory and goals for professional development. I came to Edify with management experience from a different industry and really enjoyed that role. We made the decision to grow our web development team, which was the perfect opportunity for me to utilize my previous management experience while still advancing my skills in web development.
I made a list of questions to ask my team on day one to get a better idea of how I could provide the best support as a manager. The questions included preferred management style, learning style, preferred method of communication, how often they like to have one-on-ones, the best schedule for the team to come into the office, etc. My goal was to learn about their career goals and expectations and to clearly communicate my own expectations and how we fit into the broader marketing team.
What was the biggest adjustment to make upon becoming a manager?
For my role as an individual contributor, the focus was primarily on specific website tasks and projects. As a manager, the biggest adjustment was the emphasis shifting toward people management. Now I am more cognizant of building my leadership skills, how I can actively support my team, understand their needs and provide the necessary guidance and resources.
How do you quantify or qualify your success as a manager?
I cannot emphasize enough how important it is to have open, consistent communication with your team.
Set clear expectations: outline SMART (specific, measurable, achievable, relevant and time-bound) goals and objectives, including expectations around team communication, collaboration and performance.
Build strong relationships. Get to know your team as individuals, understanding their unique strengths and areas for improvement will allow you to provide better opportunities for them to develop their skills and to delegate tasks more effectively
Provide and accept feedback. Give your team positive, constructive and actionable feedback and encourage them to do the same for you.
Eprius is an aerospace company using hardware and software to create energy and power solutions.
Prior to assuming your new managerial responsibilities, how did you prepare for the shift from individual contributor to manager?
Prior to starting my manager role, I had many informal leadership roles that laid the foundation for my success. In my previous job, I was a project lead and responsible for executing test campaigns for space payloads. That experience taught me how to exert authority without a title and how to have patience while navigating a large, often bureaucratic organization. Outside of my day-to-day responsibilities, I actively held leadership roles in employee resource groups and the Society of Women Engineers. Through those experiences, I learned the importance of servant leadership, which is my guiding principle as a manager.
What was the biggest adjustment to make upon becoming a first-time manager?
I think the biggest adjustment I made was learning how to delegate properly. As a consistent self-starter and borderline perfectionist, I thought every major project was my sole responsibility. Eventually, I realized that if I didn’t learn how to delegate, I was on the path of burn out. I took initiative to understand each of my direct reports’ talents and career aspirations, so I could effectively delegate tasks. By doing so, I alleviated my heavy workload but also propelled my team members’ careers.
How do you quantify or qualify your success as a first-time manager?
My tip for first-time managers is to study the philosophy of servant leadership. As a servant leader, it is your responsibility to serve the needs of your people and create a game plan for their success. In the beginning, carve out time for weekly one-on-ones to understand your team’s pain points, passions, and goals. After getting a clear picture of your team’s standing, work with them to set up regular milestones and hold your team accountable to achieving their goals.
Ylopo is a marketing technology company using AI to create lead opportunities for the real estate industry.
Prior to assuming your new managerial responsibilities, how did you prepare for the shift from individual contributor to manager?
Try to figure out if you want a position in leadership early on, I made this clear with my immediate supervisors as soon as possible so they could help me get there. Observing mentors and volunteering for extra projects such as a point of contact for new technology implementations is a great place to start.
Look for areas of growth and change, don’t be afraid to speak up and be the one to spearhead improvement. This not only helped me build relationships with the right people, but also learn valuable skills preparing me for leadership.
What was the biggest adjustment to make upon becoming a first-time manager?
Being measured by the cohesiveness and success of my team and rather than my personal accomplishments was an adjustment. Resisting the urge to return to an individual contributor mindset and riding in as the hero or completely taking over when something went wrong took some time.
I have been able to adjust by finding out what motivates each team member and where their strengths lie. Then coaching where there is room for improvement and more importantly, following up to make sure what is learned is being applied. Finally, the hardest part, giving up some control and trusting that I can delegate and guide and knowing my team members have what they need to reach the company’s goals.
How do you quantify or qualify your success as a first-time manager?
Quantifying is made easy by KPIs. My team hitting a goal or extending above is always the objective. Qualifying is certainly more difficult and obtained in multiple ways, but I try to earn the respect and trust of my team, never wanting to rule with fear or frustration.
If we roll out a new KPI or regular requirement of the job and my team has it done and completed by the due date without additional churn, I absolutely qualify that as success.
Eleanor Roosevelt said, “To handle yourself, use your head; to handle others, use your heart.” If you truly care about the success of others, you have got a great start to being a successful manager.
