Most first-time managers are not prepared for their new role.
They often are either stressed and anxious but afraid to show it or overconfident and dismissive of their role as a leader. And their struggles often translate to lower-performing teams and higher organizational turnover.
That ominous news comes from the human resources association SHRM. However, strategies exist to reverse this trend. Mentorships, training and feedback can give new managers the resources they need to succeed.
Identify a talent pipeline
According to Gallup, organizations promote the wrong person to a managerial position more than 80% of the time. Inc. magazine notes that employees most often get promoted to a managerial position because of tenure or their success as an individual contributor.
The challenge is neither of these factors translates to how an individual will perform as a manager. Being with an organization for a long time doesn’t mean employees have adequate managerial skills. And many supervisors struggle with delegating tasks if they have spent their careers as individual contributors.
Instead, organizations must identify employees with leadership skills and provide them with mentoring, training and feedback. Freelance workers who believe their rights have been violated may now file a complaint with the New York State Attorney General.
Mentoring
First-time managers often fear making mistakes or looking foolish in front of their employees. Mentorships provide a safe space for managers to ask questions and learn about their new roles and responsibilities.
Internal mentors understand your workplace and may offer critical insights into managerial expectations, team dynamics and office culture. External mentors may provide specific expertise and fresh perspectives.
Managing is a skill that needs to be continually developed. Find a mentor who can regularly meet with a first-time manager, provide evenhanded guidance and be a sounding board as they grow. According to Inc., managers should learn to:
- Communicate an inspiring mission and vision
- Engage employees through collaboration and innovation
- Listen and respond to employees’ needs
- Give employees the tools to succeed and hold them accountable for reaching goals
- Model the behaviors they want to see in employees, including being respectful and handling pressure
- Demonstrate trust, transparency and respect
- Put productivity and team goals ahead of workplace politics
Training
In addition to mentorships, training is crucial. According to Gallup, only 10% of people have a natural aptitude for managing employees.
Too few first-time managers receive formal training. And when they do, it’s often inadequate for the longterm, reports SHRM.
This lack of training creates a stressful transition for managers and their teams.
Observing and speaking with good managers is a start. But Inc. notes first-time managers also need leadership training, detailed processes and time to practice what they’ve learned.
Training options include one-on-one coaching, group sessions, role-playing classes and online courses. Potential training topics include:
- Clearly communicating goals and expectations
- Managing time and delegating responsibilities
- Running meetings and performance reviews
- Enhancing group and interpersonal communications
- Defusing workplace conflicts
- Coaching employees, from struggling workers to high performers
- Providing constructive and motivational feedback
Training shouldn’t be a one-off effort. Managing is an ongoing skill that needs to be cultivated, updated and adapted to changing circumstances. Providing various learning formats and topics throughout the year supports continual learning and demonstrates a commitment to managerial development.
Feedback
According to Gallup, managers don’t receive proper feedback on their performance. This issue can lead to a disconnect between first-time managers and their employees in key areas like response times, approachability, motivation and recognition.
Forbes reports only 50% of employees think their supervisor cares about their well-being. Even worse, close to 33% of employees say speaking with their manager causes the most stress in their day. For these workers, tension with supervisors tops issues such as child care, financial challenges, commuting and work deadlines.
Feedback from direct supervisors and company leaders can support first-time managers through missteps. As long as errors aren’t egregious, discriminatory or harassing, they are essential to the learning process. Constructive guidance instills a growth mindset and models psychological safety for managers and their teams.
Providing feedback to managers also teaches them how to guide their employees. According to the Harvard Business Review, employees want frequent and constructive feedback. Teaching managers how, when and why to provide input can create cascading benefits throughout your organization.
Discover actionable support
Your managers are crucial to individual and organizational success. According to the management consulting company DDI, 57% of employees have left a job because of their manager. Another 32% have considered it.
For more information on fostering and supporting first-time managers, talk to your benefits adviser. They can help you explore opportunities to implement or improve mentorships, training programs and feedback policies for your management talent.
Need more information?
For more information on fostering and supporting first-time managers, contact HR Consulting at hrconsulting@onegroup.com. They can help you explore opportunities to implement or improve mentorships, training programs and feedback policies for your management talent.
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