Movin' on Up!

Navigating the Transition from Individual Contributor to Manager

Maybe you are old enough to remember the theme song from the TV Show "The Jeffersons". If not, the show was a popular American television sitcom that aired from 1975 to 1985. The show was a spin-off of the equally popular show "All in the Family" and followed the lives of George and Louise Jefferson, an affluent African American couple who moved from Queens to the Upper East Side of Manhattan to achieve a higher social status.

No, this isn't about moving homes, but rather about navigating the transition from individual contributor to manager. But these lyrics resonate for promotions to management as well...

So! You Are a Leader. Now What?

One of the biggest challenges for emerging leaders is transitioning from being an individual contributor(IC) to a leader. It has nothing to do with potential, but rather it is more likely attributable to preparedness. Let’s think about how we pick people to promote to manager or leadership positions. Typically they:

• Performed well as an IC

• Went the extra mile to get their work done

That's great right? Maybe yes, maybe no.

These characteristics don’t necessarily mean they will be a good leader (it also doesn’t mean they won’t be, in time), just that they mastered the job of the IC. Thus we create a conundrum - we lost a great IC and now have an untrained leader. Expectations have now changed.

"Before you are a leader, success is all about growing yourself. When you become a leaders, success is all about growing others."

-- Jack Welch, Former Chairman and CEO of GE

Challenges of an Untrained Leader

What happens to the team with a newly minted leader?

Lack of delegation: The newly minted leader is used to being rewarded for being a good IC. Without guidance from their manager, it is almost certain that they will continue to behave as an IC, at least initially, until it all becomes overwhelming.

➡️ RESULT: Time management struggles and burnout

Lack of strategy: The new leader is less likely to be thinking about strategy vs. getting things done. Thus there may be plenty of work coming out of their department, but is it the right work?

➡️ RESULT: Not meeting company or department goals

Absentee leader: An unprepared leader lacks the basic leadership skills necessary to mentor and guide their team. They are more likely to continue to be focused on getting their work done and continue to leave their team to their own devices. Without the necessary mentoring and guidance, the team will fail. Team dynamics will be a mess with everyone vying to fill the void. In the absence of leadership, problems not only get worse, they multiply.

➡️ RESULT: Chaos and infighting

Authoritarian leadership: Newly minted leaders can tend to be authoritarian. They know how they completed the work and want everyone to do it the same way to be successful. In contrast, a leader who guides vs. directs can bring out the best in everyone and morale remains high.

➡️ RESULT: Low morale leading to attrition

What Are The Root Causes?

There are two main root causes that contribute to making this transition difficult, both of them very solvable:

1. Lack of proper leadership training and coaching - All emerging and newly minted leaders should have training and coaching to develop, build, and practice their leadership skills. And the practice part of that is essential. As Bruce Lee said, “If you want to learn to swim, jump into the water. On dry land no frame of mind is ever going to help you.” But make sure before and after you throw your new leaders into the water, they have begun to get some leadership training. And arm them with a coach to continue to build their skills.

2. Wrong criteria for promotions - We should avoid promoting our successful ICs based solely on their IC skills, but more on their potential for leadership.

7 Steps to Take To Ease The Transition to Leadership

"Whosoever desires constant success must change his conduct with the times."

— Niccolo Machiavelli

• Let it go. Start small. Delegate one task. Make sure you provide the proper background. Set expectations. Start asking for their plan so you still feel in control, but are letting your people take the reins and learn.

• Ask questions. Stop directing. I learned a lot from the book “Change Your Questions, Change Your Life” by Marilee Adams. People have the answers, it is your job to be the catalyst to help them to find the answers. And you might be surprised by the ideas they generate. If they are struggling, just ask if they are OK with you providing a suggestion. Give them agency - try to avoid telling them what to do and help them discover it on their own.

• Develop or refine a mission and a strategy. These are important building blocks to a well run organization and should not be ignored. They ensure everyone is acting with the same intent and knows why they are doing the work assigned. They help to create alignment.

• Be clear about processes and roles. These are also building blocks. If everyone is clear about the processes and standards to follow, they need less oversight.

• Create measures of success. And make sure you actually measure them. Success measures should relate to the goals and strategy. Don’t measure the wrong thing or the wrong behavior will result. I once set the wrong goals and someone on my team was overwhelming another department with trivial work, just to meet the goals set for her.

• Find a mentor or coach. A mentor or coach is a great resource to help you weave your way through this new environment. They can be a great sounding board and help you unlock your potential.

• Attend leadership development programs. If your company doesn't provide them, find outside leadership development programs.

Contact us today to find out how Toby Adamson can help emerging leaders advance their careers through coaching and leadership development.

Toby Adamson of Coaching By Toby has vast experience in both large and small businesses, public and private, in numerous industries, and at various levels of management from peon to leadership and is now coaching emerging leaders to help them advance their careers. Becoming certified by ICF and trained as a core-energy coach through iPec she can work with your company to enhance your existing and emerging leaders improving their effectiveness and retention.