Five mistakes new managers should avoid
I once had a coaching client who was very smart, good at his job (professional services), and well-liked in the company. He was also a talented project manager, beloved by his teams and clients. Yet, when it came time to promote mid-level managers to the partner ranks, this otherwise highly-rated employee was not selected. Turns out, he was so focused in his current role that he didn’t demonstrate the requirements for the next role after that.
Mistake 1: Not treating management as separate and additional to your day-to-day job
The mistake my coaching client made is the same mistake many new managers also make – they continue to do the same job they always had done, even though expectations have changed. You still need to contribute to your function (in this case, project management) but you also need to meet your management responsibilities (in this case, business development).
The fix? Look at where you are focusing your attention and efforts. Make sure that you are delegating enough of your former role so that you can fulfill your management responsibilities. Track your time for a few weeks to audit yourself – many times we over- or under-estimate how we spend our time.
Mistake 2: Not developing the skill of managing as distinct and additional to your other work skills
At least, that professional services manager was good at developing his team and inspiring commitment and performance – two hallmarks of a strong manager. This wasn’t the case with another client I coached at an online retailer. She kept her projects humming on time and under budget, and she was one of the sharpest minds at the company. But her hard-charging management style burnt out her team and burned a lot of relationship bridges. She was great at the mechanics of her job but not at managing.
The fix? Get candid feedback on your management performance, not just your work on-the-job. Give your team a safe space to come to you with questions and concerns, so you can course-correct along the way.
Mistake 3: Not being flexible in the management style you use
Another new manager, this time at a fast-growth technology company, based his management style on his favorite managers — data-driven, fast-paced. To be fair, most of his team flourished under his leadership. However, several of his direct reports, who otherwise were strong performers, really struggled. These employees had a different working style – driving to consensus, brainstorming ideas as a group rather than forging ahead solo. He thought those team members were too slow, interrupted them frequently as they were noodling on ideas and got sub-par performance (and sub-par 360-feedback) from them.
The fix? The way you like to be managed isn’t the way everyone else does. In addition, your natural management style isn’t the most effective for everyone. You have to be flexible as a manager. To get the highest level of performance, you have to adapt to what your team needs.
Mistake 4: Not holding everyone to the same standards (even if unwittingly)
One thing this tech manager did well, however, was treating his entire team the same way. At least he was consistent and equitable! Not so with another non-profit manager who had obvious favorites among his direct reports. Some people’s ideas were approved with little or no backup data or planning, while others were left with little or no information. Understandably, morale plummeted, and turnover increased. Meanwhile, this non-profit manager had no idea that some people felt marginalized – he waxed enthusiastic about his entire team, even the people who felt ignored.
The fix? Treat each member of your team with respect. If people are struggling, develop them or find another place for them, but don’t just ignore them. If you have high performers, absolutely treat them well (in a tight job market, you need to focus on retention), but don’t single them out in such a way that it breeds resentment.
Mistake 5: Not holding everyone to high standards
While you want to manage people with respect and kindness, this doesn’t mean you need to hold back on negative feedback when it’s warranted. One new manager had a direct report who consistently underperformed, causing her extra work to undo his errors. Unfortunately, his poor performance had gone overlooked for almost a year before this manager got to a breaking point. If she had given him the tough feedback from the beginning, he might have improved by now. Instead, she had to start with candid feedback now, give him additional time to improve, and then make changes as necessary – pushing out the hope of change for a few weeks, if not months.
The fix? Don’t avoid the tough conversations. Give feedback early and often.
Are you new to managing? Where do you struggle? What has worked for you?
