Understanding the Painful Transition

Congratulations on your promotion! However, with this newfound authority comes significant responsibility and, let’s be honest, a fair amount of stress. The famous saying reminds us: "With great power comes great responsibility"—and perhaps more headaches than you anticipated.

Let’s break down what makes this transition so challenging.

#### 1. Encountering Office Politics

As an individual contributor, you were likely shielded from the intricacies of office politics. Your focus was on your tasks, teamwork, and contributing to broader team goals. While you may have dealt with some internal dynamics, nothing compares to the constant need to navigate complex relationships and political landscapes in your new role.

Suddenly, every decision you make has consequences that ripple through departments and teams. You’ll find yourself juggling conflicting priorities and personalities, all while trying to keep stakeholders happy—welcome to your new reality.

#### 2. Lack of Management Training

There’s no straightforward path to becoming a manager, unlike declaring a major in college. While there are programs that teach management principles, real-world situations rarely adhere to theoretical frameworks.

Moreover, many organizations provide little to no training for new managers. You'll be expected to figure things out on your own, often learning through trial and error.

Consider these essential skills you may need to master:

• Running effective one-on-ones
• Providing constructive feedback
• Supporting your team’s professional growth
• Advocating for your team’s needs and priorities

If you're fortunate, you might have a mentor to guide you. More likely, you’ll be left to navigate this new terrain independently.

#### 3. The Reality of Disappointment

No matter how empathetic or competent you believe you are, disappointment is inevitable. At some point, you will let someone down—potentially in significant ways.

• Perhaps it’s the mentor who guided your journey, but you must choose another candidate for a promotion.
• Maybe it’s your boss, as you advocate for your team but face resistance, forcing you to deliver disappointing news.
• Or it could be yourself—falling prey to impostor syndrome as you realize that you’re not the exception you thought you were.

This emotional rollercoaster is unlike anything you could have prepared for. It’s one thing to understand impostor syndrome intellectually; it’s quite another to experience it firsthand.

Actions to Avoid in Your New Role

Now that we've examined the challenges of transitioning from contributor to manager, let's discuss behaviors you need to abandon—those that were acceptable as an individual contributor but are detrimental as a leader.

#### 1. Letting Go of Tactical Work

It’s a common mistake to think you can continue engaging in the same hands-on tasks you did before. You can’t.

Your role as an individual contributor has ended. Shift your focus to empowering your team instead of doing the work yourself. While you may have excelled in your previous position, you must now become a coach and facilitator.

If you remain entrenched in the day-to-day tasks, you’ll quickly become overwhelmed and neglect the broader responsibilities of management. Your team may resent your micromanagement, and you’ll fail to provide them with the development and support they need.

#### 2. Shifting Your Mindset from Individual Success

As a former contributor, you may have believed that personal achievement was key to advancement. In management, success hinges on fostering those same qualities in your team.

Your contributions will now be realized through others. Focus on enabling your team to excel rather than measuring your success through your own outputs.

#### 3. Avoiding Problem-Solving for Others

Your instincts as an individual contributor may drive you to immediately tackle every challenge that arises. Resist this urge.

While it may seem efficient to solve problems yourself, doing so hampers your team’s growth. They may become overly reliant on you, stifling their critical thinking and ownership of their work.

Instead, encourage your team to develop their solutions. Guide them through the problem-solving process, helping them explore root causes and different approaches. Remember, you are now a coach providing guidance, not the star player.

Embracing New Behaviors

Instead of focusing solely on what to stop, let’s explore positive behaviors to adopt as a new manager.

#### 1. Cultivating Transparency and Trust

Building trust is fundamental for successful management. Without it, your team will struggle with communication and morale.

Commit to being transparent in all situations. Clearly explain the context behind decisions and any uncertainties involved. For instance:

• If you had to prioritize one project over another, share the reasoning.
• If budget constraints impacted your team, be upfront about it.
• If you’re delaying an important issue, communicate the reasons transparently.

Your team relies on you for context, and being transparent will foster a safe environment for them to perform at their best.

#### 2. Stepping Out of Your Comfort Zone

As a manager, you can no longer stick solely to your strengths. You'll need to stretch yourself across various responsibilities.

You may have to:

• Publicly advocate for your team’s contributions
• Negotiate budgets or headcount
• Become skilled in data storytelling to communicate your vision

Embrace opportunities to develop new competencies and become a well-rounded leader.

#### 3. Advocating for Your Team

Take on the responsibility of defending your team’s needs and ensuring they have the necessary resources and support. This includes:

• Having tough conversations with your own manager about workload or obstacles
• Pushing for promotions, even when circumstances are challenging
• Highlighting areas where the organization needs improvement for employee engagement

Being an advocate means prioritizing your team’s needs over personal achievements.

Conclusion

Transitioning from an individual contributor to a first-time manager is one of the most challenging career shifts you may face. After years of honing your individual skills, your focus must now shift to enabling your team’s success through your guidance.

This change can be confusing and fraught with self-doubt, as what made you successful in the past may hinder your progress in this new role. You must evolve into a leader who generates impact through others.

While it won’t be easy, resist the temptation to cling to your old ways. Embrace the challenge, build trust, and advocate for your team. You’re a manager now—so stop working in the old way and start leading effectively.

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