New Managers

Life as a new manager is a blessing and a curse. On the one hand, you've received a promotion, recognition and perhaps a raise. However, it suddenly seems as if much of your technical knowledge of the job - which helped you get to where you're at - does not make much difference when it comes to motivating and developing your staff. For many it seems as if they have lost a sense of control over their professional lives as they receive greater scrutiny and experience less control over their schedule.

New managers we have coached tell us they often experience the following challenges:

• How can I feel less tentative in my decision-making?

• How do I delegate to my employees in a way that empowers them but does not require me to micromanage them?

• What is my source of power and when do I flex it?

• How can I engage my boss to support me until I get comfortable in my managerial role?

• How can I manage my schedule so I am not working 80 hours a week?

• How do I manage subordinates who were previously my peers before I was promoted?
  

Illustrative Client Vignette*

Michael: The Reluctant Manager

Michael was a very successful software developer working for a financial services organization. He was recently promoted to a managerial role - the first time he has ever managed a group of people. Four people report to Michael, all of whom were former peers. Michael was working long hours in his new role, getting frustrated in his interactions with his staff and wondering why he ever agreed to leave a job he loved to become a manager.

We had Michael complete a self-assessment to identify his strengths and development needs, as well as his core values. Given his lack of clarity about his role, we strategized on ways to clarify this with his boss. I then had Michael start to identify role models and mentors who he respected to build supportive relationships with.

We conducted a 360-degree assessment of Michael's manager, peers and staff to identify his strengths and developmental needs. Combined with his self-assessment, we helped him articulate a development plan. We met with Michael and his boss to review the development and identify success for the coaching engagement, as well as identify the support he needed from his boss. In each subsequent coaching session, Michael identified new behaviors he wanted to try with his team and reflect on the prior weeks homework. Eventually, we created a long-term career plan so that Michael was able to get perspective on the "big picture" of his career.

Michael developed solid relationships with his staff, boss and peers and as a result of becoming more self-aware. He learned to adapt his management style based on the situation, thereby resulting in greater performance from his people. He has settled into his role as a new manager and is thriving.

* The facts of this case have been generalized from several clients in order to maintain confidentiality.