I have the great privilege of coaching a remarkable individual contributor—a tech veteran with nearly a decade of dedicated service at his company. With each passing year, he'd steadily ascended the corporate ladder, achieving recognition for his outstanding performance. However, he reached a point where the familiar rhythm of his role had become a plateau. Despite his continued excellnce, he sensed that the learning curve had plateaued, and his ambition had evolved towards people management.
Two years earlier, after a well-earned promotion, he'd approached his manager about his aspirations for management. Her response had been encouraging—acknowledgment of potential and a commitment to consider him when the right opportunity arose. The condition was simple: excel in his current role, meet and exceed expectations, and showcase his ability to perform at the newly acquired level. "Fair enough," he thought. Driven and motivated, he dedicated himself to these goals.
Over time, his manager entrusted him with managerial responsibilities, offering a taste of leadership by delegating tasks and even allowing him to mentor an intern. The promise of upward mobility was palpable. So far, so good. But two years passed, and the promised conversation about his managerial future never materialized.
Growing increasingly frustrated, he approached his manager, only to hear that the line for management positions was long, and many others were also in contention. Undeterred but wary of a seemingly indefinite wait, he decided to take action and explore opportunities outside his current team. He meticulously polished his CV and ventured into the internal job market. However, rejection became a recurring theme; some provided no feedback, while others explicitly cited his lack of management experience—a classic catch-22 (how can you have experience, if you can't build experience by starting somewhere?!)
Rejection became a recurring theme; some provided no feedback, while others explicitly cited his lack of management experience—a classic catch-22 (how can you have experience, if you can't build experience by starting somewhere?!)
Disheartened but determined, he embarked on a journey of self-exploration --- our coaching engagement provided the space for this reflection, and together, we unpacked the challenges he was facing during the application and interview process. We came up with strategies he can employ to anticipate and sidestep pitfalls, move forward in the process, and secure the management role he desires.
These challenges are not unique to my coachee; they resonate with many aspiring managers navigating similar transitions. In this article, I share insights about the common pitfalls that individual contributors fall into during management job interviews, hoping they might provide some thought bubbles and strategies for other seasoned individual contributors looking to transition into management roles.
Pitfall 1: Underestimating the Mindset Shift
Transitioning from an individual contributor (IC) to a manager entails a significant shift in mindset—one that's often underestimated. ICs typically focus on their individual tasks and contributions, but managers must adopt a broader perspective. They're responsible for considering team dynamics, overarching strategies, and the larger organizational landscape.
Strategy for Success: To tackle this challenge head-on, your interview preparation should kickstart a mindset transformation. Begin by immersing yourself in the manager's perspective. Study and chat to successful managers, gaining insights into their thought processes. Start thinking strategically about your past experiences, pinpointing instances where you've displayed leadership qualities and an unwavering commitment to your team's success.
Craft compelling narratives that showcase your strategic thinking, problem-solving abilities, delegation skills, guidance, and business acumen. Anticipate and prepare for potential interview questions that revolve around these 5 themes:
Leadership and Management Style: Share concrete examples of your leadership approach.
Teamwork and Collaboration: Highlight instances of successful collaboration and team achievements.
Performance Management: Discuss your experience in managing and improving team performance.
Employee Development and Retention: Showcase your contributions to employee growth and satisfaction.
Change Management and Adaptability: Provide stories that illustrate your adaptability and success in navigating change.
Pitfall 2: Overlooking the Opportunity to Showcase Leadership Skills
Many ICs mistakenly believe that leadership roles are exclusively reserved for individuals with prior managerial experience. This misconception often stems from job postings that explicitly request such experience. However, it's essential to recognize that individuals with strong leadership qualities and untapped management potential can stand out and secure these positions over candidates with traditional management backgrounds - if they can make themselves stand out! My advice is to not get turned off my role specifications, don't take 'No' for an answer, and put yourself out there. There is often room for flexibility - in reality what the hiring managers are looking for is someone who can nail the management success markers and hit the ground running so they don't have to spend so much time coaching, training, and onboarding them. They want to delegate tasks to them immediately. If you can convince them that you are the right person who will do all that for them, you are in. You don't need to have managed people before. In fact you might be better off not having managed people before because you come in with an open mind!
Strategy for Success: Rather than hesitating to display your leadership prowess, proactively seize the opportunity to highlight your skills. Consider reaching out via email to the hiring managers and key decision-makers involved in the selection process. Alternatively and additionally have someone in your network with power reach out to them to put in a good word for you and ask them to give you a chance. Communicate your capabilities and articulate how your unique strengths differentiate you from other candidates. Emphasize your passion and drive, supported by concrete examples (e.g., experiences, achievements, and competencies). Have coffee chats with people in your network to let them know you are looking for management roles and you would be the perfect fit for their team before they post roles to get ahead of the curve, and have them think of you when they have a position to fill.
In your email, you might craft a message along these lines:
-------------------------------------------------------------------------------------------------------
Subject: Expressing My Interest in the [Role Name] Position
Dear [Hiring Manager's Name],
I hope this message finds you well. I wanted to take a moment to introduce myself and express my genuine interest in the [Role Name] position at [Company Name]. After thoroughly researching the role and the organization, I'm enthusiastic about the prospect of contributing to the team's success.
While I may not possess formal management experience, I bring a unique set of qualities and experiences that I believe make me an exceptional fit for this role.
In my current capacity, I've had the opportunity to:
Successfully manage and mentor interns, receiving positive feedback for my guidance and support.
Pursue relevant courses and certifications related to management, leadership, and coaching, demonstrating my commitment to personal and professional growth.
Actively engage in onboarding and mentoring initiatives, underscoring my dedication to team development.
Secure references from managers and senior leadership [mention names] who can attest to my competence, work ethic, and collaborative spirit.
Gain hands-on experience in critical areas, such as [Specify Relevant Experience], contributing to team objectives and driving results.
Lead cross-functional projects and spearhead strategic initiatives, showcasing my ability to influence and lead teams toward success.
Additionally, I take pride in owning and driving the strategy and data analysis for our team, further demonstrating my dedication to excellence and results.
I understand the following to be your current challenges and opportunities:
[List out their current challenges and opportunities]
If you give me the chance to demonstrate my skillset by leading the x team, I will start my tenure with:
[Write out a 30-60-90 day plan addressing the points and gaps, and solving for issues in their team / organizational strategy]
I genuinely believe that my unique skill set and unwavering commitment to success align seamlessly with the requirements of the [Role Name] position. I would welcome the opportunity to set a meeting and discuss my potential contributions further and how I can leverage my capabilities to benefit [Company Name].
Thank you for considering my candidacy. I look forward to the possibility of joining your team.
Warm regards,
[Your Name]
-------------------------------------------------------------------------------------------------------
By boldly asserting your leadership abilities and sharing compelling stories, you can position yourself as a standout candidate, even without prior formal management experience.
Pitfall 3: Neglecting Alignment with Organizational / Team-Level Goals
Aligning your objectives with the broader organizational and team-level goals is paramount. Interviewers seek candidates who can seamlessly connect their efforts with the team's and company's strategic vision. It's not merely about understanding; it's about demonstrating a proactive approach to achieving alignment.
Strategy for Success:
Pre-Interview Preparation:
Dive into Research: Delve deeply into the team's mission, core values, and ongoing strategic initiatives. Scrutinize available resources, including LinkedIn profiles and online presence of team members.
Uncover Internal Insights: If possible (e.g. if you are applying for an internal role), tap into internal tools or resources to gather intelligence on team goals, strategy, OKRs, and KPIs. This preparation sets the stage for an informed discussion.
During the Interview:
Strategic Dialog: Engage in a strategic dialog with the interviewers. Showcase how your management style and approach seamlessly integrate with the organization's overarching goals.
Identify Critical Gaps: Demonstrate your understanding of gaps and key objectives. Discuss your plans for addressing these gaps and how you intend to contribute to solving the hiring manager's most pressing challenges.
Visualize Solutions: Paint a vivid picture for the hiring manager. Help them visualize a future where you alleviate their burdens and tackle their most significant pain points. Convey that you're not just seeking a job but a partnership in achieving their vision.
Remember, the ultimate goal is to make interviewers see you as the solution to their problems. By proactively addressing alignment with organizational goals, you position yourself as the candidate who can eliminate headaches and deliver results. In essence, you're not just hired; you're the answer to their challenges!
Pitfall 4: Undervaluing Soft Skills
Soft skills, including communication, conflict resolution, and empathy, are as vital as technical expertise for managerial success. Failing to highlight these skills in interviews can hinder your chances.
Download the Leadrise Manager Feedback Survey Worksheet (free of charge) to familiarize yourself with what skills people managers get assessed for and showcase your soft skills accordingly
Strategy for Success:
Showcase your soft skills through real-life examples in behavioral interview responses.
Share stories demonstrating effective communication, conflict resolution, and relationship-building abilities.
Stress your dedication to fostering a positive team environment and how it contributes to team success.
Pitfall 5: Neglecting Interview Preparation
Underestimating the significance of interview preparation is a widespread mistake. Attending an interview without proper research and practice can lead to anxiety and unpreparedness, which are easily noticeable.
Strategy for Success:
Dedicate sufficient time to prepare for interviews by studying the company, reviewing common interview questions, and rehearsing responses.
Enhance your readiness through mock interviews conducted with a mentor or coach to refine your presentation.
Thorough preparation breeds confidence and ensures you present yourself as a polished and well-prepared candidate.
Pitfall 6: Downplaying Team Collaboration
Teamwork is often a cornerstone of management roles. Overlooking your ability to collaborate and foster teamwork can be a detrimental mistake.
Strategy for Success:
Share anecdotes that showcase your collaboration skills and instances where you've built effective teams.
Discuss your approach to resolving conflicts within a team and ensuring everyone's voice is heard.
Highlight your dedication to promoting a positive team culture that drives success.
Pitfall 7: Ignoring Self-Leadership
Leadership isn't just about guiding others; it also involves leading oneself effectively. Failing to demonstrate self-leadership can raise doubts about your readiness for a managerial role.
Strategy for Success:
Provide examples of how you've set and achieved personal goals, demonstrating your self-motivation and discipline.
Talk about your ability to manage time, prioritize tasks, and stay organized, emphasizing your capacity to handle increased responsibilities.
Showcase your commitment to continuous self-improvement through learning and development initiatives.
Pitfall 8: Disregarding Feedback Responsiveness
Being open to feedback and continuously improving is vital for growth in a managerial role. Neglecting to discuss how you've handled feedback in the past can be a significant oversight.
Strategy for Success:
Describe instances where you actively sought feedback, how you implemented it, and the positive outcomes.
Share stories of how you've coached team members based on feedback, highlighting your commitment to their growth.
Express your eagerness to receive feedback in your potential management role and your plans for addressing it constructively.
Pitfall 9: Minimizing Conflict Resolution Skills
Managers often deal with conflicts among team members. Not showcasing your proficiency in handling conflicts can leave doubts about your preparedness.
Strategy for Success:
Present examples of how you've successfully mediated conflicts within your team, emphasizing the positive outcomes.
Discuss your approach to creating a harmonious work environment and strategies you employ to prevent conflicts.
Highlight your ability to maintain composure and make impartial decisions in challenging situations.
Pitfall 10: Ignoring Business Acumen
Having a grasp of business operations and how they relate to your role is crucial for managerial success. Overlooking your business acumen can be a significant drawback.
Strategy for Success:
Talk about your understanding of the company's industry, competitors, and market trends.
Share instances where your decisions positively impacted the organization's bottom line.
Emphasize your ability to align your team's efforts with broader business goals and contribute to the company's overall success.
And finally...
Bonus Track: Failing to Assess Role Fit
In the pursuit of landing a management role, many individuals overlook a critical aspect: whether the role, team, and organization are truly the right fit for THEM. They are so busy trying to prove that they are the right fit for the role and the team, they don't spend much time reflection on whether the team, the role, the company is right for them. They, then, show up to interviews and their lack of enthusiasm shows because their gut is screaming, 'No, thanks!' Not everyone is cut out for management, and being a high-power IC can be equally or even more valuable, if the roles and responsibilities of management don't in fact excite you, and you are going for it because 'it's the thing to do' or it seems to be the new shiny object!
Strategy for Success:
Before diving headfirst into a management role, take time to reflect on your own values, desires, and career goals.
Consider whether the responsibilities of a people manager align with your passion and aspirations.
Evaluate the team and the organization to determine if they resonate with your values and professional interests.
Trust your instincts, and don't succumb to the allure of a shiny job title. It's essential to ensure that the role is the right fit for you, just as you aim to be the right fit for the role.
If you would like more support and coaching around your transition from an IC to a people management role, I can help!
My signature Ignite program is tailored for aspiring managers like you, designed to empower you over six months with the tools you need to make a successful transition. With the Ignite Program, you'll move from a state of career stagnation and saturation as an experienced individual contributor to an enthusiastic and motivated people manager, ready for substantial career growth. Don't hesitate to reach out and explore how the Ignite Program can accelerate your path to management success.