Promoting top individual contributors into management often backfires. Their competitive nature, which drove individual success, makes it hard to share tips, empathize with struggling team members, or handle interpersonal issues, turning a perceived win-win into a lose-lose situation.
To gauge your suitability for management, observe the diverse and often difficult discussions in a local community Facebook group. If you feel some interest or patience in navigating those varied human dynamics, you might be well-suited for a leadership role that requires managing different personalities.
New managers often fear that promoting their team's accomplishments will make them seem unnecessary. In reality, a key indicator of a successful manager is when senior leaders know the individual names of their team members, demonstrating the manager's ability to build talent and get results.
To prevent defensiveness when giving critical feedback, managers should explicitly state their positive intent. Saying "I'm giving this because I care about you and your career" shifts the focus from a personal attack to a supportive act of leadership aimed at helping them grow.
To move beyond status updates in one-on-one meetings, managers should open up about their own challenges. Asking a team member for their perspective on a decision the manager is making fosters trust, shows respect, and can uncover valuable insights you hadn't considered.
Beyond the standard offer letter, managers should tell new hires what unique qualities made them stand out in the hiring process. This simple act establishes their value, sets their identity within the team, and boosts motivation from day one. It's never too late to do this.