Stepping into a management role for the first time is exciting. But filling big shoes can also feel daunting.
While being promoted or hired into a management position is usually a welcome recognition of one’s skills and expertise, it also requires a significant mindset shift. Rather than focusing on personal output and achievement, managers must instead prioritize their teams’ progress, wellness and professional development.
First-time managers from FareHarbor, AirDNA and Agility Recovery stress the importance of staying open to continuous learning and feedback. Grounded in their “why,” these leaders have developed a growth mindset through which they embrace mistakes and remain steady in the face of adversity.
Below, they shared these tips and more for fellow managers hoping to find their footing in new roles.
FareHarbor provides booking software for boat rentals, museums, food tours, events and more.
How did you prepare for your original shift from individual contributor to manager?
I was lucky enough to earn a team lead position prior to assuming my managerial responsibilities. This position gave me the opportunity to form closer relationships with other individual contributors and their work. I began viewing the team on a larger scale as opposed to a myopic view of completing projects.
Once I assumed a managerial role, FareHarbor’s new manager onboarding program helped me build off of the foundation that I had already set, covering concepts such as providing effective feedback, active listening, running effective meetings, coaching and more.
During my time as a team lead, I also had the opportunity to work closely with experienced managers and learn from their approaches. One key aspect of this experience was participating in leadership meetings and strategic initiative sessions. This presented me with many valuable learning opportunities, including how to collaborate to implement new initiatives and how to encourage open communication that invites different perspectives and fosters harmonious decision-making.
What was the biggest adjustment that you had to make upon becoming a first-time manager?
My biggest adjustment was shifting my focus from independent tasks to empowering others. Prior to becoming a manager, I was accustomed to problem-solving independently for the sake of time. Once I became a manager, I experienced friction as I learned to completely change my mindset in this regard.
Fortunately, with FareHarbor’s new manager onboarding program, this was brought to my attention almost immediately. It helped me reflect on my experiences and the positive things that I had appreciated about past managers. I realized that I needed to change my view to the big picture in order to begin enabling the success of others.
I had to shift my approach to think with a more holistic mindset rather than a singular focus. For example, when someone on my team comes to me with a question or issue, giving a direct answer may appease them in the short term, but asking non-directive questions will help them form the long-term tools to succeed. This mindset shift allowed me to not only manage my team members more effectively but also think more strategically and set my team up for future success.
In any role, but especially as a new manager, continuous learning is a direct path to success.”
What tips do you have for other first-time managers?
My biggest tip for first-time managers is to know wholeheartedly what your reason is for going into leadership. This will help you qualify your success when the constructive feedback begins.
Personally, I wanted to help members of my team traverse successfully through the same issues that tripped me up over my career. Watching the domino effect of them helping others with that same knowledge or advice is what qualifies a part of the success story for me. The joy I feel when others succeed is what assured me that people management was the correct path for me.
Additionally, in any role, but especially as a new manager, continuous learning is a direct path to success. This includes seeking constructive feedback, whether it’s from team members, peers or superiors. Understanding the areas that you do well and where you can improve is an important pillar in the management journey and one that will be relevant no matter how long you’ve been a manager.
AirDNA is a provider of data and business intelligence for the travel and vacation rental industry.
How did you prepare for your original shift from individual contributor to manager?
I started off by asking myself, “If I had a design manager and mentor when I joined AirDNA, what could they have done to empower me to do my best work?” I worked backward from that and began to build out a process that matched my vision for an efficient and inclusive team.
I also read a book that came highly recommended to me — “The Making of a Manager: What To Do When Everyone Looks To You” by Julie Zhuo, who was the vice president of product design at Facebook. Many parts resonated deeply with me as someone seeking leadership roles in product design myself.
What was the biggest adjustment that you had to make upon becoming a first-time manager?
The biggest shift was in balancing individual contributor responsibilities with managing a team. They can feel like very different hats to wear, and they are, but that's the great thing about leading a motivated team — they help bridge the gap and everyone chips in to get things done. It often feels like “building the plane while flying it,” which is both exciting and very involved.
Additionally, I think learning to manage one’s time is paramount. In order for a team to grow, a good leader should be readily available to answer questions and help guide thinking. I do this by intentionally building in time during the week for office hours and one-on-one syncs, so I can ensure I’m around for meetings as needed but not blocking my work hours for individual contributor work.
A deep growth mindset means understanding that mistakes, miscommunications and failures are part of life.”
What tips do you have for other first-time managers?
My key takeaway so far is to foster a deep growth mindset. For me, that means understanding that mistakes, miscommunications and failures are part of life and that having patience is critical to building trust, especially early on. Patience involves knowing that mistakes can happen, accepting mistakes when they happen and focusing your efforts on staying productive. You may also show patience when helping employees learn new roles and responsibilities, since it can take time for those you supervise to gain new skills.
Agility Recovery creates business continuity and disaster recovery plans for unexpected events.
How did you prepare for your original shift from individual contributor to manager?
The first thing that I did was seek guidance and mentorship from my current manager as well as the other software manager at Agility. Effective communication is vital when transitioning to a manager role, and getting with experienced leaders can provide great insight.
Having a mentor at work, someone whom you can go to with problems, is essential as a new manager. I was lucky enough to have an amazing support system in my first year of management, which helped my confidence and success.
What was the biggest adjustment that you had to make upon becoming a first-time manager?
The biggest adjustment that I had to make was learning new skills to set my employees up for success. The most beneficial things we can give our employees are continuous feedback and coaching. We all grow from getting positive feedback and constructive criticism. I worked with my manager, colleagues and the vice president of sales to provide the best feedback and coaching I could give to ensure my representatives continue to advance their skill sets.
We all grow from getting positive feedback and constructive criticism.’’
What tips do you have for other first-time managers?
One tip for first-time managers is to continue to be coachable. Just because you were promoted or hired into a manager position, doesn’t mean you are done learning. Allow yourself to make mistakes and learn from them. Continue to use your peers and executive leadership team to learn from their experiences so you can continue to grow your leadership skills.
