Transitions: Managing Self to Managing Others

Laying the Groundwork for Productivity on the First Rung of the Leadership Ladder

Stepping into your first leadership / people management role marks a significant change, shifting the focus from your own tasks to managing a team. 

As new managers, we often act as "player-managers," working alongside our team to deliver results. Seeing ourselves as the first among equals, working on the tasks together.

While this hands-on approach can make sense, it’s essential to balance this style with people-focused leadership that prioritises guiding and supporting individuals.

Although its common to start our leadership journey in this way, its not the most effective way to get things done with and through others as a leader.

Shifting Skills, Time Allocation, and Values:

As you transition into management, make these key adjustments:

1. Skill Development: Shift your focus from technical skills to enhancing leadership competencies. Work on communication, emotional intelligence, and conflict resolution skills, as these are crucial for effective management.

   While being a player-manager is valuable, it’s crucial to adopt people-focused leadership styles that prioritise team needs. Failing to do so can hinder progress as you move up the leadership ladder.

2. Time Allocation: Reassess how you allocate your time. Prioritise activities such as supporting your team, coaching, and facilitating collaboration over individual tasks. Successful managers dedicate their time to developing their team members.

3. Values Alignment: Its no longer about a focus on getting the work done, but on getting others into a position where they can get the work done.

   Embrace the value of teamwork, where collective success is prioritised over individual accomplishment. Fostering a culture of collaboration, trust, and shared responsibility will enhance team dynamics and performance.

Key Elements of Transitioning to First-Line Leadership:

1. Creating Psychological Safety: Foster an environment of psychological safety by getting to know your team members as individuals. Show respect for their ideas and contributions, ensuring that there are no stupid questions. Allowing space for growth and mistakes encourages a culture of learning and innovation.

2. Creating Clarity: Help your team understand how their tasks fit into the bigger picture and how their work contributes to overall business goals. This sense of purpose drives motivation.

3. Setting Clear Goals: Establish clear and achievable goals. When expectations are understood, team members can better align their efforts with the organisation’s objectives.

4. Delegation and Trust: Learn to delegate tasks effectively and trust your team members to handle their responsibilities. This builds confidence and enhances productivity.

5. Empowering Your Team: Encourage team members to take initiative by providing the necessary resources and support for them to explore their ideas.

6. Coaching for Success: Invest time in coaching your team. Offer guidance and constructive feedback to develop their skills, enhancing overall team capability.

7. Recognising and Giving Feedback: Regularly notice and recognise the contributions of your team members. Providing timely and constructive feedback not only affirms their efforts but also helps them grow. Celebrate successes, both big and small, to build morale and reinforce positive behaviours.

8. Managing Upwards: Don’t forget to manage upwards effectively. Communicate your team’s needs to your leaders and secure the resources necessary for success.

9. Encouraging Collaboration: Promote open communication and teamwork, leading to increased productivity as team members share ideas.

Pitfalls of a Poor Transition:

Failing to adapt can lead to:

1. Micromanagement: Inability to trust your team can result in micromanagement, causing frustration and decreased morale. Managers may even find themselves competing with their team members rather than supporting them, which undermines collaboration and stifles creativity.

2. Unclear Expectations: Lack of clear goals can leave team members unsure of their roles, leading to confusion and reduced productivity.

3. Lack of Resources: Poor upward management may lead to inadequacies that impede team performance due to a failure to secure the necessary resources.

4. Stifled Growth: Disempowerment of team members reduces creativity and involvement, creating a stagnant team environment.

Conclusion:

Transitioning from managing yourself to managing others requires essential changes in your skills, time allocation, and values:

• Create conditions for psychological safety by valuing your team members as individuals, encouraging open dialogue, and allowing space for growth and mistakes.
• Develop leadership skills that enhance your ability to communicate, empathise, and resolve conflicts effectively.
• Reallocate your time to focus on mentoring and supporting your team, shifting away from solely individual contributions.
• Emphasise the value of teamwork, prioritising collective success and collaboration, which will establish a supportive environment for everyone.
• Recognise and provide feedback to your team to affirm their contributions. Celebrating successes and offering constructive criticism will foster a motivated and engaged workforce.

Neglecting these adjustments can limit your effectiveness as a leader and restrict your ability to move up the ladder to more senior positions, where these competencies become increasingly vital.

By making these changes now, you will not only enhance your team’s productivity but also prepare yourself for the challenges of more senior leadership roles, should you want to develop your career in this way.