I was both excited and nervous when I landed my first job as a people manager at Google. I had gotten promoted in my sales job but there were unfortunately no people manager roles in the Large Customer Sales organization for me. I had been diligently preparing for this moment, immersing myself in online and offline courses, eagerly volunteering for strategic projects, and offering mentorship and coaching to junior colleagues. The encouraging feedback from peers, managers, mentors, and mentees fueled my confidence, assuring me that I possessed the qualities and skills required to thrive as a team leader. With determination and reluctance, I applied to and interviewed for people management opportunities in other teams across Google.
I will never forget the day when the Partnerships Group told me that they would like to extend me an offer! I was over the moon - super thankful that they decided to take a chance on me and ultra excited for this next step in my career. (I am eternally grateful to the hiring committee for what I took to be a nice holiday gift, as the timing coincided with December holidays.)Yet, alongside the thrill, a touch of anxiety lingered, driving me to hit the ground running once I assumed the position, ready to absorb knowledge, forge new paths, and make a meaningful impact.
While certain advantages were on my side, such as being an existing Googler (no need to onboard to the company) and not having to manage former peers within the same team (always a tricky set-up), the learning curve proved to be quite steep. Familiarizing myself with the products and services the new team handled, which I had no prior experience in, demanded intensive effort. I started off by getting to know the team, both locally in Dublin and globally, forging connections with fellow managers and leaders, building trust with team members (which presented its own challenges as they loved their previous manager, so I had big shoes to fill!), and establishing myself as a dependable, authentic leader. All this while striving to comprehend the intricacies of the business and its overarching strategy. To add to the pressure - I had a mere five months to accomplish it all before my manager went on maternity leave!
Reflecting upon that transformative period in my life, I am struck by the immense personal growth and accomplishments I achieved within such a short timeframe. That said, there sure are a few things I would have done differently knowing what I know now. Drawing from my own experiences, as well as the insights I collected from mentoring, coaching, and collaborating with numerous new managers over the years, I have compiled a list of the 10 most common mistakes new managers make. These insights, shared in this blog post, aim to equip and empower aspiring managers to navigate their leadership journey with more confidence and agility. So let's crack on:
1. Neglect Self-Care:
Embarking on my journey as a people manager, overseeing a team of nine brilliant Partner Experience Specialists, I rolled up my sleeves and dove headfirst into the deep end of responsibilities. From team culture meetings to ticking off names on my ever-growing list of connections across the globe, from individually engaging with each of my reports on a weekly basis to joining organizational wide business strategy meetings, from completing product and operational trainings to owning projects around business strategy and growth, my days were a whirlwind of activity. I would often buzz around like a bee during the day and then in the evening when everyone would leave the office, I would find a quiet corner to ramp up, catch up, follow up, and to ensure no loose ends remained.
In all honesty, I was really enjoying it all which gave me the "flow" so I didn’t mind the long hours - time just flew! (important to note, I also didn't have kids then!) Soon enough, I realized I was feeling more tired than I usually do -- people who know me know I typically have a lot of energy. I found myself struggling to stay focused, managing my schedule became an uphill battle, and I didn’t feel in control. The casualties of my always-on work routine became painfully evident — my once-cherished yoga practice gathered dust, and quality time with my husband and friends slipped through my grasp.
In the beginning, I believed these sacrifices were an inherent part of the managerial territory— a necessary toll exacted for progress. But in due time, I realized it didn't have to be this way and I wasn't doing anyone a favor by neglecting to set firm boundaries. In our global team, where someone was always awake and working, emails and tasks never were complete for the day. You had to set your own boundaries to be able to "call it a day." With my always-on availability, I unintentionally beckoned a never-ending influx of demands. It was during a recent conversation with one of my previous reports who is now a new manager that I was reminded of my first few months as a manager. They confided in me that their first meal of the day came at a staggering 6 PM, forsaking lunch amidst the relentless demands of their boss, the team's needs, and a ceaseless parade of meetings. No bueno!
As new managers, the desire to overachieve and prove ourselves might often take precedence over personal well-being. Yet, the stark reality remains: neglecting self-care and failing to define boundaries early on can lead down a treacherous path of burnout, ultimately compromising our ability to lead effectively. It is imperative, then, that we recognize self-care as a non-negotiable necessity for sustainable success, rather than a luxury.
Practical Tips:
Prioritize Self-Care: Make self-care a top priority. Set aside dedicated time for activities that recharge you, whether it's exercise, hobbies, or spending time with loved ones. Have lunch!
Establish Clear Boundaries: Define and communicate your boundaries. Be transparent about your availability and response times, and set realistic expectations for work-life integration.
Plan Your First 90 Days: Create a plan for your initial 90 days as a new manager and allow ample time to navigate through it. Set clear goals, establish relationships with your team and stakeholders, and prioritize learning and development.
2. Over-rely on the Company Manager Onboarding
Google has a state of the art new manager training program which I was fortunate to be a part of. Eager to excel, I also enrolled in additional manager trainings covering various topics like performance management, behavioral issues, legal compliance, coaching techniques, feedback and more. Carefully completing and actively participating in the trainings (the good student I am) on top of my previous experience and MBA, I thought, "I got this, baby!" -- I had all the tools I needed to conquer the world of management! Little did I know that while these trainings were informative, they only scratched the surface, I had NOT got this!
Google is one of the few companies that has an official new manager onboarding program - a pretty good one, and yet it just shows you the tip of the iceberg. The truth is, when you step into the role of a people manager, you're often thrust into the deep end without extensive training, onboarding, or orientation. It is not uncommon to find yourself managing a team that has been eagerly awaiting your arrival for quite some time. The circumstances could range from a previous manager leaving, team expansion overwhelming a single manager, or a new team formed due to organizational changes. In many cases, both the leadership above you and the team you're managing have been stretched thin. This pressure may tempt you to hit the ground running and overload yourself (remember the mistake #1 and the importance of self-care and boundaries), but it's also an opportunity for on-the-job learning.
While I strongly recommend enrolling in training programs and workshops (I'm a full on geek and feel strongly about education programs), I believe there's also immense value in learning through practice. Sharing our challenges in training courses alongside other new managers in similar situations, discussing them with our own manager, or seeking guidance from a mentor or coach will provide us with practical skills and theoretical knowledge. In the end it is a well-rounded approach that combines formal training with hands-on experience and open dialogue that will equip managers with the applied skills needed to succeed in their role.
Practical Tips:
Seek Coaching: Find a mentor or coach who can help and guide you through the challenges of your new managerial role. Their experience and insights can provide invaluable support and advice.
Embrace On-the-Job Learning: Take advantage of real-life situations to learn and grow. Apply your training knowledge to practical scenarios and vica versa, and actively engage with your team to develop your skills.
Foster Peer Connections: Connect with other new managers facing similar challenges. Share experiences, discuss strategies, and learn from one another. Building a network of peers can provide a valuable support system.
3. Underestimate Managerial Soft Power and Responsibility
One incident that forever etched in my memory involved an email I received shortly after sending a team update to my organization, with leadership included in cc. I was congratulating the team on exceeding targets and setting the stage for the next quarter. Expecting praise from the director who was sending me the reply, I opened the email only to find feedback pointing out the time I sent the email (9 PM). My director expressed concern that it could inadvertently convey the expectation of round-the-clock availability. Despite my intentions being the opposite, this encounter reminded me of the inherent power and influence managers possess. People look to us, consciously and unconsciously, to model the right behavior – and if we don’t, they might assume it makes more sense to copy what we are doing.
A new manager I mentored a while ago shared her surprise when her team took her challenges and musings three days prior in a brainstorming session and transformed them into concrete action items, completely altering a project plan. She had merely been thinking out loud, not expecting her thought bubbles to dictate the team's course of action. And yet, they interpreted her musings to be action items for them to get on top of.
Let's acknowledge a fundamental truth— hierarchy exists in all organizations, even when aspiring to be flat. One's level of seniority inevitably shapes how they perceive, think, and react to others. Moreover, their position of power influences how others interpret their words and actions, shaping what they believe they should or could be doing. New managers often overlook this reality, leading to unintentional behaviors that hinder their effectiveness and miss opportunities to model desired behaviors for their teams.
As we step into a leadership role and advance in our career, cultivating self-awareness becomes essential. Our heightened status and power attract attention, and our team members closely observe our words and actions to navigate their interactions with us.
Practical Tips:
Set Clear Expectations: If you work after hours, schedule your emails for the next day. Alternatively, openly communicate with your team about your preferred work style, such as focusing on tasks during quiet evenings. Emphasize that you prioritize personal time and allocate specific hours for appointments during the workday.
Clarify Thought Processes: Explicitly state that you are thinking out loud during meetings and when challenging the team. Highlight that it's for the purpose of stimulating engaging and effective brainstorming. Make it clear that you don't expect immediate action based on your musings and encourage them to challenge you back.
Go Last and Listen: In meetings, strive to be the last one to speak. Prioritize listening to everyone's feedback before sharing your own thoughts. By going last, you avoid biasing the team's opinions and create space for diverse perspectives to be heard. This fosters a collaborative environment and encourages open dialogue.
4. Neglect the Importance of Building Trust and Fostering a Positive Culture:
As a new people manager, it's easy to assume that trust will automatically be granted based on our previous achievements or our position. However, trust is not a given; it must be cultivated over time. Neglecting to prioritize building trust and fostering a positive work culture can have detrimental effects on a team's performance and overall dynamics. While this might sound obvious, I have spoken to many managers who fail to invest time and effort in establishing trust among team members and creating an inclusive environment as they are often busy ramping up, putting out fires, making sure the team hits their targets, ensuring the senior leadership is content, and the list goes on. As Peter Drucker's famous quote goes "Culture eats strategy for breakfast" It's important to focus on the foundations first even though it might seem like a luxury, as culture and psychological safety are what will form the strong foundations to ensure long term results.
Practical Tips:
Foster Open Communication: Create channels for open and honest communication within the team. Encourage team members to share their thoughts, ideas, and concerns without fear of judgment. Actively listen to their feedback and address any issues transparently.
Lead by Example: Demonstrate trustworthiness and ethical behavior in your own actions. Be consistent and fair in your decisions and interactions with team members. Show empathy, actively seek diverse perspectives, and encourage a collaborative work culture.
Build Team Bonds: Foster team-building activities and opportunities for social connection. Encourage collaboration, celebrate team achievements, and create a supportive environment where everyone feels valued and included.
5. Fall into the "Superhero" Trap and Overlook Collaborative Efforts:
Who doesn’t want to be a superhero? A new manager I am coaching told me this laugh-out-loud self-image she cultivates of "Lina, The Superhero" in the evenings when she comes home from work and thinks about all of her listening tours and meetings she had with her team, her peers, her leadership, and other stakeholders. There is so much to solve for, so much to change, so much to do. Enter Lina, the superhero! All problems will vanish, a new bright day will arrive! Lina to the rescue!
It's not uncommon for new managers, like Lina, to feel the pressure to single-handedly solve all problems and transform the entire organization. Needless to say, this misguided belief can lead to unnecessary stress and unrealistic expectations. Instead of trying to be a superhero, it's important to recognize that successful leadership is a collective effort. Engaging with the team, seeking their input, and leveraging their expertise can lead to more effective and sustainable solutions. Two important things to remember here: 1. The managers don't have to shoulder the burden alone; collaboration is key. 2. And not everything needs to be changed or fixed. What is not actually urgent or important can be deprioritized.
Practical Tips:
Assess and Prioritize: Evaluate the existing challenges and opportunities within your team and organization. Identify the areas where your focus and expertise can make the most significant impact. Avoid spreading yourself too thin and prioritize strategic initiatives that align with organizational goals.
Collaborate and Delegate: Engage with your team and leverage their expertise. Encourage open dialogue and involve team members in problem-solving and decision-making processes. Delegate responsibilities and empower others to contribute their ideas and skills.
Embrace Iterative Progress: Recognize that change takes time and cannot be achieved overnight. Instead of pursuing grand transformations, focus on incremental improvements and continuous learning. Celebrate small wins along the way and iterate your approach based on feedback and outcomes.
6. Underestimate the Power of Effective Communication:
I vividly remember a conversation with a former colleague who shared their frustrations: "I do all the work, thinking it speaks for itself. I model the right actions, believing actions speak louder than words. Now I'm being told I need to communicate, even overcommunicate. What am I missing? Are these just myths we are told that don't hold true in practice? "
Effective communication is the lifeblood of a thriving team, yet its importance is often underestimated by new managers, leading to misunderstandings and reduced productivity. To become an effective leader, it is crucial to develop strong communication skills, including active listening, clear instructions, and fostering open dialogue. Actions do speak loud but they need to be accompanied by clear communication and in most instances over-communication.
Active listening is at the core of effective communication. It involves fully engaging in conversations, understanding and empathizing with others' perspectives and concerns. By actively listening, leaders can build trust and establish a solid foundation for communication within their team. Additionally, providing clear instructions is essential for ensuring that team members understand their roles and responsibilities. Leaders should use accessible language, visual aids, and examples to eliminate ambiguity and enhance comprehension. Lastly, fostering an environment of open dialog encourages team members to freely express their thoughts and ideas. This promotes collaboration, innovation, and a sense of inclusivity within the team.
Practical Tips:
Practice Active Listening: When engaging in conversations, focus on actively listening to understand the perspectives and concerns of others. Avoid interrupting and make an effort to paraphrase and reflect on what you've heard to ensure comprehension.
Use Clear and Concise Language: Strive for clarity in your communication by using simple and concise language. Avoid jargon or technical terms that may be unfamiliar to some team members. Use visuals, examples, or analogies to enhance understanding.
Leverage Various Communication Channels: Different situations call for different communication channels. Utilize in-person meetings, email, instant messaging, video conferences, or collaboration tools appropriately to ensure effective communication and timely information sharing.
7. Overlook the Significance of Feedback and Recognition:
During a recent coaching session, one of my coachees shared a positive experience with his new manager. He expressed his admiration for the manager's ability to establish a genuine connection, understand his work, and express gratitude for his contributions. This simple act of appreciation, rather than relying solely on extravagant rewards and trophies, made a significant impact. This conversation highlighted the importance of pausing to say "thank you" or offer congratulations, as it can profoundly influence team motivation and individual sense of belonging.
Failing to provide regular feedback and recognition can impede the growth of both individuals and the team as a whole. Constructive feedback plays a vital role in helping team members enhance their performance, while recognition serves to acknowledge their valuable contributions and foster motivation. For new managers, taking the time to connect with their team, gain an understanding of their work, and express appreciation or congratulations can make a remarkable difference. Likewise, proactively addressing instances of underperformance or signs of disengagement through honest conversations can help identify and resolve underlying issues, ultimately leading to improved outcomes for everyone involved.
Practical Tips:
Provide Timely and Specific Feedback: Offer feedback promptly and focus on specific behaviors or actions. Be constructive and provide actionable suggestions for improvement. Also, acknowledge and appreciate their strengths and accomplishments.
Encourage Peer Recognition: Foster a culture of peer recognition where team members appreciate and acknowledge one another's contributions. Implement systems or channels for team members to express gratitude and recognize each other's achievements.
Regularly Schedule Check-Ins: Establish regular check-in meetings with team members to discuss their progress, challenges, and goals. Use these opportunities to provide feedback, address concerns, and recognize their efforts.
8. Avoid Difficult Conversations:
It's human nature to always want to be seen as "the good guy." For new managers, the thought of having a tough conversation with a reportee might not align with the perception of being the "good guy." It can feel like going against the mandate of being nice and maintaining harmonious relationships within the team. However, it's important to recognize that being nice doesn't always mean sugarcoating everything or avoiding difficult discussions. Instead, it can be reframed to mean being honest, genuine, caring, and committed to fostering growth.
There is no denying that it is unsettling to step into uncomfortable situations and address challenging issues head-on. It requires the willingness to have honest and candid discussions, even when they may be difficult or uncomfortable. By mustering the courage to initiate these conversations, new managers can demonstrate their commitment to the team's well-being and progress. And plus -- if executed with empathy, having a difficult conversation can actually strengthen the relationship and psychological safety between the manager and the reportee.
Practical Tips:
Prepare in Advance: Before engaging in a difficult conversation, prepare by clearly defining the issue, understanding different perspectives, and considering possible solutions. Plan your talking points and anticipate potential reactions to approach the conversation more confidently.
Use the DESC Model: The DESC model stands for Describe, Express, Specify, and Consequences. It provides a structured approach to difficult conversations. Begin by describing the situation objectively, express your feelings and concerns, specify desired outcomes, and discuss the consequences or impact.
Listen and Seek Understanding: Difficult conversations are not one-sided lectures. Practice active listening, ask open-ended questions, and seek to understand the other person's perspective. This approach fosters empathy and increases the chances of finding a mutually agreeable resolution.
9. Fail to Build Proper Stakeholder Relationships:
As managers, our stakeholders are our manager, our team, and our immediate peers, right? Wrong! The stakeholders extend beyond the boundaries of our immediate team, manager, and peers. Building strong relationships with stakeholders, including our boss's boss and other executives, is vital for our success and the success of our team. These stakeholders hold valuable insights, influence, and decision-making power that can greatly impact our work and the overall success of our organization. By failing to invest in building these relationships, we risk missing out on important opportunities and limiting our ability to make a significant impact.
Practical Tips:
Identify Key Stakeholders: Identify the key stakeholders who have a significant influence on your team and its success. This includes executives, department heads, clients, or other teams you frequently interact with.
Schedule One-on-One Meetings: Request one-on-one meetings with your stakeholders to introduce yourself, understand their priorities, and align your team's goals with theirs. Use these meetings to build rapport, gain insights, and establish open lines of communication.
Seek Opportunities for Collaboration: Look for opportunities to collaborate with stakeholders on joint projects or initiatives. By working together, you can build stronger relationships, enhance your influence, and create win-win outcomes that benefit both parties.
10. Assume They Need to Know it All
When employees transition into management roles, they often bring with them their previous expertise and knowledge, which undoubtedly played a significant role in their promotion. However, one of the common missteps new managers make is assuming that they must possess comprehensive knowledge across all aspects of their new role right from the start. This misconception can lead to a multitude of challenges and hinder their effectiveness as managers.
For instance, a new manager who excelled as a software engineer might feel compelled to have in-depth technical knowledge about every programming language and technology stack their team uses. While technical expertise is undoubtedly valuable, it is important to recognize that managerial responsibilities extend beyond technical proficiency. Neglecting the development of other critical managerial skills, such as team building, decision-making, and effective communication, can have detrimental effects on the team's performance and the manager's overall effectiveness.
Additionally, given the pressure to prove themselves, new managers may fall into the trap of micromanaging their team. They may believe that by involving themselves in every minute detail and decision, they can ensure that things are executed flawlessly. However, excessive micromanagement can have adverse effects. It undermines trust within the team, demotivates employees, and stifles their growth and creativity. Instead, new managers should aim to strike a balance between being involved and providing guidance while also empowering their team members to take ownership of their work.
Practical Tips:
Embrace Learning: Recognize that it's okay not to have all the answers. Take the time to learn and grow in your role as a manager. Attend relevant training programs, seek guidance from experienced colleagues, and stay updated with industry trends and best practices.
Delegate Effectively: Trust your team members and leverage their expertise. Delegate tasks that align with their skills and strengths, empowering them to take ownership and contribute to the team's success. This not only relieves your workload but also helps develop their capabilities and fosters a sense of ownership.
Foster Collaboration: Create an environment of collaboration and open communication. Encourage team members to share their knowledge and ideas, facilitating cross-functional learning and problem-solving. By leveraging the collective wisdom of the team, you can make informed decisions and drive innovation.
In conclusion...
Transitioning from a novice to a ninja people manager requires a keen self-awareness, setting clear boundaries, training and on-the-job learning, lots of practice, and TIME! I hope these common mistakes laid out for you in this post have been helpful in understanding and avoiding some of the pitfalls. If you would like to hear more about people management tips and tricks, follow me on Linkedin, check out my Leading People Workbook, sign up to my newsletter, and stay tuned for more content...
Please feel free to reach out by emailing me at leadrisecoaching@gmail.com if you have any comments, questions, or experiences to share! I would love to hear from you!
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