The First-Time Manager Part 1
Becoming a manager represents a significant milestone in your career. With your new role will come
a number of exciting new challenges and responsibilities and you will need to utilise all your
professional and interpersonal skills to tackle them effectively. In this, the first in a series of two
documents, we outline some of the top tips that will help you approach your first management role
successfully.
Establish what is expected of you
Before you begin your new management role, you should know exactly what your responsibilities will be and
what you and your team will be expected to deliver. Even if you discussed this with your line manager during
the recruitment/promotion process, you should aim to have a further conversation once your appointment
has been confirmed to discuss your role in more detail. If you have not been provided with one, ask for a
clear job description which outlines the key responsibilities and deliverables of your role.
Plan ahead
Planning is a key aspect of any managerial role. As a manager, you will not only need to organise your own
schedule and workload, you will also be required to set team tasks and projects and ensure that goals and
deadlines are reached. A simple way to stay organised is to record key dates in your calendar (e.g. project
deadlines) and, if you use an electronic diary such as Microsoft Outlook, to set timely reminders for these
(e.g. ‘one week to go before the deadline’). Google Docs and wikis can be useful for sharing information
with your team and recording the progress of tasks. You may also wish to plot out the work relating to a
particular project on a Gantt chart. [1]
Start with small changes
When you begin your management role, there may be aspects of the team’s environment, culture or working
practices that you might want to change. However, you should avoid making major changes quickly.
Instead, start with small alterations and see what impact they have before considering whether further action
is needed. Change can often be unsettling for team members, particularly if they are unsure of what your
intentions are, or how the change will affect them. If you do intend to make changes – however small –
when you start a new management role, you should be clear and upfront with your team members about
this and explain the reasons behind the change.
Treat people fairly
To build positive, trusting working relationships with your team members, it is vital to treat everyone fairly.
This involves ensuring that all team members have access to relevant resources and development
opportunities and that no individual is given preferential treatment. You should also avoid making
unreasonable demands on people’s time or resources. If you set a good example by treating your team
members fairly, they will be encouraged to follow your lead and be fair to one another.
Be prepared to have difficult conversations
As a manager, one of the biggest tests of your communication skills will be in the way in which you
approach difficult conversations with your team members. You may have to deliver bad news, for
example, or share negative feedback. Although it might seem daunting at first, there are a number of steps
you can take to conduct a difficult conversation effectively. First, choose a quiet, private place where you
won’t be disturbed or overheard by others. Focus on the issue at hand and stick to the facts, supporting
your observations with evidence where possible. It is important to acknowledge the other person’s point
of view in the conversation and to then work together with the employee to develop a mutually agreeable
solution.
Focus on your ongoing development
Once you become a manager be sure to continue seeking opportunities to develop both your professional
skills and management expertise. Aim to attend relevant training courses and seminars when possible
and take advantage of the many magazines, websites and blogs available in order to identify new trends
and issues. Volunteering to take part in cross-divisional projects can often present a valuable opportunity
to develop your skills and/or expertise, as well as raise your profile within the organisation. To pinpoint your
development needs and identify ways to address them, you may find it beneficial to work with a coach or
mentor.
Build your network
Networking with like-minded professionals can allow you to share knowledge, ideas and expertise with
others and build your professional profile. Your network should include key individuals within your
organisation, as well as external industry peers. Why not start growing your internal network by introducing
yourself to other managers in your organisation at meetings and training courses? To develop your external
network, it is a good idea to attend relevant networking and industry events and introduce yourself to
other attendees. Joining a professional networking website such as LinkedIn or Xing can help you
manage your network online and communicate with your contacts quickly and cost-effectively.
Get some support
As you tackle the challenges of being a first-time manager, you may find it helpful to seek the advice and
support of others. This could include your own line manager, or a colleague who has experienced a
similar situation. In addition to this, a coach or mentor can work with you to identify solutions to some of the
challenges you face in your role. If this is something you’re interested in, you should speak to your manager
about whether your organisation can provide you with a coach or a mentor.
Give yourself a break
When you first start a management role, you can’t expect to have all the answers straight away, or for all
your decisions to be right first time. However, be sure not to sell yourself short; you secured a
management role because you have demonstrated that you have the skills and potential to succeed.
If you make a mistake or you’re unsure what to do, stay calm and ask your manager or a senior colleague
for advice. Don’t allow these situations to undermine your confidence or belief in yourself; becoming a great
manager takes time, practice and a commitment to continually learn and develop.
[1] A Gantt chart is a planning tool which allows you to create a visual representation of the tasks and
activities relating to a project within a specified time frame.
