Learning to lead

Supporting people learning to lead 

The transition from peer to manager is not always an easy one. Leadership career transitions may come about from a step up or unexpectedly from organisational changes. Many new leaders rise to management roles based on technical ability, yet they may lack key leadership and people skills required to succeed in their new role.  

People transitioning to management roles may be underprepared and feel under supported during this transition. Some people may even be surprised by what a leadership role entails and realise they do not enjoy it as much as they thought they would. Estimates show nearly half of transitions to management roles fail. 

New managers may experience a range of challenges: 

• additional managerial work stress and supervisory responsibilities 
• long working hours, heavy workloads, and continual change and uncertainty 
• imposter syndrome which can result in lack of confidence, poor decision making and underperformance 
• identity change including feeling like a novice again and navigating how to develop their own leadership style 
• difficulties managing workplace relationships (e.g. with peers) and feeling lonely. 

These challenges can have costly implications for organisations if these people are not supported to do their best work. 

What organisations can do to support new managers 

Here is how your organisation can help people learning to lead: 

• Start training before formal management roles commence – To prepare a new manager, conduct formal and informal training in management and leadership skills. This training can include understanding their own management style; building trust; and managing increased responsibilities and demands and managerial work health and safety responsibilities. 
• Develop policies and processes for ‘in boarding’ – Often, internal hires have to do 2 roles at once (i.e. their new role and their old one before handing over to someone else). They also do not have time to learn or assess their leadership style. The new leader can also contend with ‘baggage’ or preconceived notions from existing workers. 
• Establish peer-networks – It is important to facilitate leadership communities through peer networking and ‘promotion’ cohorts (for medium-to-large organisations), to discuss challenges and develop skills in a supportive environment. 
• Create forums for managers and leaders to present their mistakes and failures – Organisations can promote a mentally healthy culture of ongoing learning where it is acceptable for new leaders to be continually learning and ‘fail fast’ without fear. 

New leaders aren’t expected to know everything straight away. Some simple ways to support them include checking in with them regularly, encouraging them to ask questions and putting them in touch with others in the same situation. 

What people can do when learning to lead 

Here is what you can do when you are learning how to be a manager: 

• Conduct one-on-one meetings – Personally communicate your new appointment. Get to know team members and understand them personally, their roles and motivations, which gives them agency over their work.
• Set boundaries – Be yourself, while setting firm boundaries. You can do this by being transparent, clearly defining roles and communicating your expectations. With team members who are friends, you may need to be clear about how your work–personal boundaries may need to change. 
• Ask for feedback – No one expects you to have all the answers straight away. Ask for feedback to check the team is on board and to get their buy-in. Be transparent and accountable, and others will follow your lead.  
• Check in – This transition is going to take some time to get into the new rhythms and routines. Create a system of regularly checking in to adjust your management approach with different reports and build close relationships. Do not forget about also doing this with your manager to get support with challenges they may have overcome themselves.  
• Practise self-care – Prioritise sleep, set boundaries, take regular breaks (including lunch break), eat well and exercise. Know when to switch off so you can rest and recover. 
• Practise patience and curiosity – Remember not everything has to be done at once; allow yourself time to learn. Adopt a curiosity approach to allow your new team members to feel heard—your team members will be going through the change just as much as you. 

No-one knows how to be a leader straight away. Just getting to know your team and how they like to work is a good place to start.