Moving from an individual contributor to a first-time manager is a significant career milestone, but it's not without challenges. New responsibilities, changes in work relationships, managing people from different generations, and the need for a new mindset can be overwhelming. Therefore, it's no surprise that many in Generation Z are approaching this milestone and reevaluating their career paths in search of a better work-life balance.
Navigating this career transition demands a transformation in how individual contributors see themselves and make meaning in situations. The danger is to view this transition as simply a change in duties or about developing new skills without addressing the developmental challenges that emerge at this career milestone. To support your first-time managers, here are three common challenges and some of the development opportunities:
The shift from doing to delegating
As an individual contributor, there is more clarity and certainty, often with clear guidelines and processes accompanying the role. Also, an individual contributor is mainly responsible for their own output with fewer interdependencies. Shifting to delegating requires embracing a heavier workload with the uncertainty and ambiguity of empowering others to complete projects, giving people the space and permission to fail safely, and managing people with different strengths and communication styles. This developmental shift can be about exploring the need for control, dealing with uncertainty, and valuing differences and the development of others over task completion.
The shift workmates to the manager
The relationship shift can often be the most challenging transition that new managers will grapple with. An individual contributor can rely on others to establish boundaries in working relationships. New managers frequently start by looking for the rulebook, instead of needing to develop their own compass, learning to trust their judgement and values to define norms and boundaries in these changing relationships. In addition, it is likely the first time a new manager has to have a difficult conversation. This developmental shift is about being empathetic to the needs of others while being assertive in setting expectations and how professional norms, the organisational culture, and their own personal values and beliefs integrate into the psychological contract they want to develop with their team.
The shift from taking orders to owning decisions
When individual contributors are moving into their first managing role, they have likely been successful in their ability to think independently and critically, consider different perspectives, make sense of complex information, and reach conclusions related to the technical aspects of their role. The development challenge comes with owning and following through on these decisions without defensiveness or blaming others when things don’t go to plan. Making difficult decisions is a daily challenge in a leadership role. It can be particularly confronting for new managers when they anticipate that the decision might not be well received. This developmental shift can be about self-awareness in recognising default reactions in challenging situations and, in doing so, embracing a growth mindset, building confidence in their systems for decision-making, celebrating the win and owning the things that don’t go as planned as opportunities for personal growth and learning.
The transition from individual contributor to first-time manager
This can be an exciting career milestone, with autonomy and a sense of accomplishment in becoming a first-time manager. However, managing others is not for everyone. Help your first-time managers explore their motivations before taking this big career step. Status should not be the only driver. That said, it can be an incredibly rewarding career stage with the development support to make the psychological transition. A first-time manager should embrace this development stage with a growth mindset, seek the support of a mentor or coach to address development challenges and reflect with an openness to seek and act on trusted feedback.