
Hey there, newly minted manager! First off, let me give you a big virtual high-five. You've just taken a huge step in your career, and that's something to celebrate. But I get it - along with the excitement comes a whole lot of "Oh crap, what do I do now?" anxiety. Trust me, I've been there, and I'm here to tell you that not only can you do this, but you can absolutely crush it.
Can you think of a time when you first started your job and felt like a fish out of water? This is kind of like that, but with higher stakes and more people counting on you. No pressure, right? But here's the thing - you were promoted for a reason. Your bosses saw something in you that made them think, "Yep, this person can do it." And they're right.
Something to consider. When you’re coming up the ranks, you’re rewarded for your personal effectiveness, essentially how good you are at the job. When you start leading people, you are rewarded for your ability to make them more effective. When you can demonstrate this ability, earnings increase sharply because you are in a stronger position to add value to the organisation – through multiple people, not just yourself.
Never forget - technical skills get you a job; people skills help you to keep the job and progress.
So, let's talk about how you're going to prove you’re the right person for the role and become the kind of manager that both your team and your boss will rave about. I'm going to break down exactly what you need to do in your first three months to set yourself up for success. Are you ready? Cool, let's go!
1. Get to Know Your Team (Like, Really Know Them)
First things first - your team is your most valuable asset. These are the people who are going to make or break your success as a manager. So, your top priority? Get to know them. And I don't mean just their names and job titles. I'm talking about really understanding who they are as people.
Schedule one-on-one meetings with each team member in your first week. But here's the key - don't make it all about work. Ask about their families, their hobbies, their goals. What makes them tick? What are they passionate about? What are their career aspirations?
I remember when I first became a manager, I was so focused on proving myself that I forgot to connect with my team on a personal level. Big mistake. It wasn't until I started showing genuine interest in their lives that I saw a real shift in our dynamic.
Here's a pro tip: Create a "user manual" for each team member. This is a document where you note down their communication preferences, work styles, motivations, and even things like whether they're a morning person or a night owl. Trust me, this will come in handy down the line.
Remember, as the great US President Theodore Roosevelt said, "Nobody cares how much you know until they know how much you care." Show your team that you care about them as individuals, and you'll be amazed at how much they'll be willing to do for you.
2. Set Clear Expectations (Because Mind Reading Isn't a Managerial Skill)
Okay, now that you've started building those relationships, it's time to get down to business. One of the biggest mistakes new managers make is assuming their team knows what's expected of them. Well, they don't.
Your job is to make those expectations crystal clear. And I'm not just talking about job responsibilities - I mean everything from performance goals to communication norms to how you want meetings to run etc etc.
Set up a team meeting and lay it all out. What are the team's objectives for the next three months? How do individual roles contribute to these goals? What does success look like? Be specific. Use numbers where you can. For instance, instead of saying "improve customer satisfaction," say "increase our Net Promoter Score by 3 points by the end of the quarter."
But here's the catch - this isn't a one-way street. Ask your team for their input. What do they think is realistic? Or stretching? What challenges do they foresee? This not only helps you set more achievable (and stretching) goals but also gets your team invested in the outcome.
And don't forget about your own boss. Schedule a meeting to understand their expectations of you in your new role. What does success look like? How often do they want updates? What are their top priorities for your team? What are the markers of progress they’d like to see?
Remember, clarity is kindness. The clearer you are about expectations, the easier it is for everyone to meet them.
3. Provide Regular Feedback (And Not Just When Things Go Wrong)
Alright, you've got your relationships building and your expectations set. Now comes the part that makes a lot of new managers break out in a cold sweat - giving feedback.
Here's the thing - feedback isn't just about pointing out what's wrong. It's about reinforcing what's right, too. In fact, it’s been said that positive feedback should outweigh negative feedback by a ratio of about 5:1.
Make a habit of catching your team members doing something right and call it out. Did someone go above and beyond on a project? Tell them. Did a team member handle a difficult client with grace? Let them know you noticed.
But of course, there will be times when you need to address performance issues. The key here is to be timely, specific, and solution-oriented. Don't wait for performance review time to bring up problems. Address them as they happen. There should never be surprises in a performance review.
When giving constructive feedback, use the "SBI" model:
- Situation: Describe the specific situation.
- Behavior: Describe the behavior you observed.
- Impact: Explain the impact of that behavior.
For example: "In yesterday's client meeting (situation), when you interrupted the client multiple times (behavior), it made them feel like we weren't listening to their concerns (impact)."
Then, work together to find a solution. "How do you think we could handle this differently next time?"
Always start this part of the conversation with an open question – basically one that cannot be answered with a simple ‘yes’ or ‘no’. This will normally require using words like who, how, what, when or where. Conversations may also begin with questions like ‘In what way….’ Or ‘Tell me about…’ Or ‘Describe….’.
Remember, the goal of feedback isn't to make people feel bad - it's to help them improve. Approach it with that mindset, and you'll find your team becoming stronger and more effective over time.
4. Lead by Example (Because Actions Speak Louder Than Words)
Now, here's where the rubber really meets the road. As a manager, you're no longer just responsible for your own work - you're setting the tone for the entire team. And let me tell you, your team is watching. Every. Single. Thing. You. Do.
If you want your team to be punctual, be the first one in the office (or logged on, if you're remote). If you want them to meet deadlines, never miss one yourself. If you want open communication, be transparent about your own challenges and mistakes.
I learned this lesson the hard way when I first became a manager. I was working late nights and weekends, thinking I was setting a good example of hard work. Instead, I was creating a culture of burnout. My team felt pressured to match my hours, even when it wasn't necessary. I was also overly harsh and inflexible wanting to ‘assert my authority’.
But people do their best work when they are encouraged rather than just criticised.
Remember, work-life balance starts with you. If you send emails at 11 PM, your team will feel like they need to respond. If you never take vacation days, your team will feel guilty about taking theirs. It will also highlight your inability to prioritise.
If you can’t plan to take time off, why should your manager trust your plan to manage a large budget or deliver a complex project?
Lead by example in how you handle stress, too. Stay calm under pressure. Approach problems with a solution-oriented mindset. Show resilience in the face of setbacks. Your team will follow your lead.
As the saying goes, "Be the change you wish to see in your team."
5. Show Results (Because Talk is Cheap)
OK. So you're building relationships, setting expectations, giving feedback, and leading by example. But at the end of the day, you know what really matters? Results!!
In your first three months, focus on delivering some quick wins. These don't have to be massive, company-changing initiatives. Look for small, achievable goals that can make a noticeable impact.
This may be counter-intuitive but there is plenty of data to support the fact that managers who make the most sustainable changes tend to do so through small, incremental improvements over a period of time. Big programmes or campaigns often start with a bang and then fizzle out to nothing once the initial excitement and energy wear off.
So, maybe it's streamlining a process that's been a pain point for your team. Or perhaps it's landing a client that's been just out of reach. Whatever it is, make sure it's something concrete that you can point to and say, "We did that."
When you achieve these wins, celebrate them. And I don't just mean with your team (although definitely do that). Make sure your boss knows about them too. Send regular updates on your progress and achievements.
But here's the important part - don't take all the credit yourself. Highlight the contributions of your team members. Not only does this build goodwill with your team, but it also shows your boss that you're effective at motivating and utilizing your team's talents.
Remember, as a manager, your success is measured by the success of your team. Make them look good, and you'll look good too.
6. Keep Learning (Because You Don't Know Everything...Yet)
Last but definitely not least, remember that becoming a great manager is a journey, not a destination. You're not expected to have all the answers right away. In fact, if you think you do, that's a red flag.
Be humble. Be curious. Be willing to learn. Read management books, attend workshops, find a mentor with the help of your boss. Ask your team for feedback on your management style. What's working? What could be improved?
And here's a secret - it's okay to admit when you don't know something. In fact, your team will respect you more for it. If you're unsure about something, say so. Then, commit to finding the answer AND DO JUST THAT.
Remember, every great manager was once in your shoes. They didn't become great overnight. They learned, they adapted, they grew. And so will you.
So there you have it - your roadmap for crushing your first three months as a new manager. It won't always be easy. There will be days when you question whether you're cut out for this. But just ignore the noise. You've got this!
And hey, if you want to dive deeper into any of these strategies or just need a sounding board as you navigate your new role, we’re here to help. Let's hop on a quick call and chat about how we can potentially set you up for success. Click here to schedule a time that works for you https://calendly.com/sam-seed-ba/30min .
All great managers are born - they're only people like you and me! But they’re also made by being intentional, humble and curious. With this context, you're well on your way to becoming one of the greats. Now go out there and show 'em what you've got!