Part and parcel of being a successful HR professional is the satisfaction it brings from facilitating career advancement; seeing once-junior people grow and develop and thrive in a typically more senior role.
Most of the time this will come in the form of a promotion – the most transformative of which is typically moving from a ‘doing’ to a ‘managing’ role, and moving into a management role for the first time.
But as numerous studies have shown, becoming a manager for the first time is a daunting change for many.
In taking this step, individuals transition from being primarily responsible for their own performance and workload to being accountable for the performance, engagement and well-being of others.
New research from Talogy, investigated the challenges that leaders face when advancing into first-level, mid-level and senior leadership roles within organizations.
The findings highlight that first time managers often face increased pressure, responsibilities and unique challenges, especially when managing former peers.
Managing the relationship with former peers was cited as the biggest challenge faced by new managers.
But what are the specifics of these challenges and can HR professionals help by ensuring managers adapt their behavior?
First, let’s take a step back. A first-time manager typically oversees a team within a business function, with responsibilities that include managing day-to-day operations and ensuring the tactical delivery of team and business objectives.
This is often an individual’s first experience in a managerial position and marks a significant step in their development and career progression.
In the research, first time managers were asked what they found most challenging when moving into their first leadership role.
The top three most cited challenges were:
Adapting to the changes in responsibilities and relationships associated with transitioning into a leadership role, especially when leading former peers.
Letting go of certain tasks and delegating work to team members, providing guidance without micromanaging, and trusting them to deliver.
Managing the increased workload that comes from overseeing the work of others and being responsible for team members.
The research also asked HR professionals what leaders in their organizations find the most challenging at this level.
Consistent with the responses from first time managers, the most frequently cited challenge was navigating the shift in relationship dynamics, especially when managing former peers.
When making this transition, individuals often step into a position of authority for the first time, requiring them to manage former peers and friends.
This can impact existing relationships, as they now need to make difficult decisions, have tough conversations, and drive team performance.
Balancing these new demands with the need to maintain positive relationships can be particularly challenging.
Former colleagues may also question why individuals have been promoted, which can make it hard to earn others’ respect and handle conflicts in their new position.
Adapting to changes in peer-to-peer relationships appears to be the most important barrier to overcome to ensure successful promotion in a first-time manager role.
Just being aware of these challenges is not enough.
Leaders must also be prepared to adapt their behavior to overcome them.
However, the research also found that only 38% of leaders felt well-prepared to advance into a new leadership role.
This highlights the need to pay more attention to understanding the behavioral strategies leaders can use to help them upon promotion.
So how can first time managers lead their peers with the least resistance possible?
The research identified five key leadership behaviors that can help with the transition:
New managers must communicate clearly and frequently with their team and adapt their approach to meet the needs of different individuals. Communication is crucial for core aspects of leadership such as setting expectations, delegating, building relationships, and managing performance.
This entails developing trust with their team and earning their acceptance as a leader. This requires them to show empathy, actively listen to team members and be open to guidance from them when needed.
They must learn to delegate effectively by truly understanding their team members’ strengths, weaknesses, and motivations. This requires trusting team members to deliver and not micromanaging.
Difficult decisions need to be made despite the potential impact on others’ opinions of them. Learning to manage any personal and emotional strain associated with tough decisions will be essential.
First time managers face an increased workload, as they are now accountable for their team’s performance. Mastering delegation, empowering employees and supporting their individual development will help them adapt and effectively manage these new responsibilities.
For those looking to recruit or develop top talent, the two behaviors most needed for successful leadership are communication and building trust.
These behaviors revolve around developing relationships with employees and are crucial for navigating the dynamics of managing former peers.
Good communication and building trust are both linked to human-centered leadership, a much sought-after leadership trait, linked to emotional intelligence, which ensures that employees feel respected, valued and appreciated as individuals.
Incorporating these behaviors into their everyday management style is essential for first time managers to experience a successful transition into their new role.
In summary, the shift from peer to manager is often a new and undoubtedly daunting experience.
It brings unique challenges, most notably the changes in peer-to-peer relationships.
To successfully navigate the transition, first time managers should be made aware of their behavior and the changes they need to make, and HR professionals need to be alert to giving them the appropriate training that will help them develop.
Failing to adapt can negatively impact employees, team success and the overall work environment.
By developing human-centered behaviors, first time managers can maintain positive relationships with former peers and new direct reports, even as these relationships evolve after their promotion.
