Manager: How to make it as a new manager

Working life probably doesn't come much tougher than for the first-time manager. The shift from being responsible for your own performance to that of an entire team is no easy step, and will bring added pressure and a host of challenges that you're unlikely to have previously dealt with.

From the outset, you may face difficulties such as managing a more experienced colleague who didn't get your new job, and getting people to take you seriously - all while getting up-to-speed with the basics.

Studies indicate that it is normal to experience a drop off in performance and a range of emotions when initially moving to a new role. First-time managers need to be able to cope with this without slipping into a downward spiral.

Where do I start?

If you're moving to a new company, don't wait until your first day in your new role as you'll already be on the back foot. Get off to a quick start by finding out as much as you can about your new position and getting to grips with the company's culture and business aims. Research the history of the position and your predecessor. How did they perform? What were their successes and failures? And try to get some insight on your subordinates and their strengths and weaknesses.

Draw up an action plan of what you want to accomplish and set measurable personal goals. Recognise that different skills, such as delegating, coaching and agreeing objectives, will be required. Don't simply keep doing what earned you plaudits in your previous position. And if the job change is internal, refrain from interfering before your official start date.

Training and skills

Make sure you're mentally prepared for the change from 'doer' to leader and accept that life will be different from now on. The adjustment from being an operational person can be difficult but unless you make it, you'll fail as a manager.

Carry out a personal skills audit to identify areas that need improvement. Good organisations will routinely send new managers on a first line management course or equivalent, but if not, you'll need to agree with your manager on an appropriate development plan and when you can fit the courses in. It is also worth checking out local business schools and universities as they sometimes offer evening and weekend courses which may help to raise your game.

Make the most of any induction period to learn more about how the company works as well as your team. Line up a network of contacts you can turn to for help and advice in the early days of your appointment.

Leadership and working style

Even if you are not aware of it, you will have started to develop a leadership style already, but be prepared to adjust it to the environment. Don't try to make your mark straight away. Observe and evaluate your new environment before making changes, and don't make them all at once. Introduce new ideas gradually to give your team time to get used to them. Be visible and accessible, but bear in mind that you will initially be inheriting your predecessor's culture, and it may be that your preferred open-door policy doesn't fit.

Remember your job is to help each individual member of your team to deliver the best they can. New managers often end up doing a lot of their work after hours because they are tending to their team's needs during the day. While this may be acceptable in the early days, it shouldn't become the norm, and you must find a way of striking the right balance.

Keep things in perspective

A promotion isn't a reason to change your personality. Don't lose sight of where you came from, or those who helped you reach this next stage. Make an effort to nurture existing friendships and alliances, as this will help to keep your feet on the ground.

Where can I get more info?

Books

- The First-Time Manager: The First Steps to a Brilliant Management Career, Michael J Morris, Kogan Page, £12.99, ISBN 0749436034

1 Thoroughly research the history of the position and your predecessor

2 Have a network of contacts on standby for advice

3 Don't forge new alliances too quickly

4 Introduce new ideas gradually

5 Don't become flushed with success

Expert's view: Maria Yapp on making it as a new manager

Dr Maria Yapp is managing director of business psychologists Xancam, which recently introduced xcelerate, a role transition management tool.

What's the most significant thing you can do as a newly-appointed manager?

The first thing is to identify your own personal readiness for change and how well equipped you are to deal with the transition to your new role. Research shows that people who adapt well to change and transition tend to be comfortable dealing with ambiguity and uncertainty. They have a moderate tendency to think and plan ahead, to reflect and act quickly. Expert coaching can aid your readiness to approach promotion or transition.

What things can I do to show my ability and promise?

Many managers would make more effective transitions if they took the simple step of clarifying precisely what was expected of them - sounds obvious, but it is true. The most important thing for a new manager is to demonstrate to the organisation that they have confidence in the appointment. Therefore, being clear about the priorities for the role will enable early successes to show effectiveness in the new role.  

What things should be avoided?

Some managers find it difficult to let go of operational tasks that they have always been good at. The secret of a successful transition is to unlearn some of the approaches that made you successful in the past, and acquire new ones that will be important for the future. Engage the support of your team, peers and boss to help you gain a clear understanding of your role.

Are there any new theories on the transition from employee to manager?

The most important recent finding is that not everyone goes through the same transition experience, but that there are significant individual differences. The main thing is to be conscious of the fact that transition support must be tailored to the needs of each individual manager. Psychometrics and expert coaching will make this successful.

Three top tips

- Don't make swift assumptions: more senior roles require different skills and talents for success

- Think carefully about what will help you to succeed: previous transitions can help to identify what helped or hindered you then, and you can apply the learning to new situations

- Don't suffer in silence: draw on your networks to enlist support and advice as this will help you make a smoother and more swift transition.