I regularly meet with and coach early-career professionals who aspire to step into people management roles. It's inspiring to see them set their sights on such meaningful career goals.
Recently, I participated in a panel discussion at a Google event, where the primary audience was junior female Googlers. The topic centered around career aspirations and personal development plans. The audience had numerous questions about the path to becoming a manager, the necessary dues to pay, strategies to stand out, and what hiring managers prefer on resumes when considering first-time managers. These inquiries were undeniably valuable.
However, one question stood out in particular. A young woman asked, "What can I do right now to maximize my current situation, keeping in mind my ultimate goal of becoming a people manager?" I found this question especially poignant because it reminds us that in our relentless pursuit of future objectives, we often overlook the opportunities for growth and development that exist in our present circumstances.
It's a valuable lesson—making the most of where we are today can be just as important as striving for where we want to be tomorrow. Frequently, individuals become so singularly fixated on attaining managerial positions that they overlook the opportunities for growth and development as individual contributors. The challenge arises when, upon achieving managerial roles (which is certainly a noteworthy achievement), they find themselves lacking the fundamental skills and knowledge required for success in leadership positions. This deficiency often results in noticeable struggles, as their teams may discern a gap in their technical skillset – a common concern highlighted in many tech companies' Manager Feedback Surveys.
Regrettably, it can become a precarious balancing act, as they may feel reluctant to bridge this knowledge gap and risk appearing inexperienced, which could potentially affect their standing among team members. Consequently, they may inadvertently resort to a form of 'pretending' that isn't conducive to a healthy work environment. This situation creates a double bind: they cannot perform at their best because they lack a comprehensive understanding of their team's work. Consequently, their experience in the managerial role may be less fulfilling than they envisioned.
So... inspired by the woman's powerful question, I wanted to write a blog post about what individual contributors can do right now to pave a successful path when transitioning into a people management role. My goal is to help aspiring managers not only develop their hands on skillset but also savor the present moment while preparing for future success. Here are some thoughts on what you can do right now:
1. Master Your Field: Learn the Product Inside Out
One common pitfall for new managers is a lack of technical expertise in their field. It's essential to bridge this gap by becoming hands-on with your product, service, or industry. When you understand the intricacies of your field, you can:
Gain the respect of your team by demonstrating your knowledge.
Make informed decisions that positively impact your team's performance.
Better support and guide your team members because you understand their challenges.
Be seen as a credible and competent leader by your peers and superiors.
2. Identify Leadership Qualities You Admire
Think about the managers you've admired throughout your career. What qualities did they possess that made them effective leaders? Was it their communication skills, their ability to motivate, or their approachability? Take note of these qualities and strive to cultivate them in yourself. Emulating the behaviors of successful leaders can help you:
Take deliberate steps to develop and nurture these admired leadership qualities within yourself.
Emulate the behaviors and traits of these successful leaders to shape and refine your unique leadership style.
Striving to embody these qualities can contribute to your growth as a competent and respected leader within your organization.
I distinctly recall one of my managers who took the time to remember our significant others' names and referred to them by their first names when we discussed personal matters. It may seem like a minor detail, and I understand that not everyone has an impeccable memory for names or details, but this simple gesture had a profound impact on how I felt as an individual – valued and truly seen, not just as an employee.
This experience was especially memorable for me and I made a conscious effort to incorporate this practice into my own interactions with my team members. Of course, not in a creepy, intrusive way. I didn't proactively inquire about their spouses' names or personal details or anything like that!. However, if such information naturally came up in our conversations, I made sure to pay close attention and remember these details. This way, during our future interactions, I could genuinely inquire about their spouses and children using their first names, creating a sense of personal connection and recognition.
3. Avoid Replicating Negative Experiences
Reflect on the less-than-ideal managers you've encountered in your career. What behaviors or practices did they exhibit that you found counterproductive or demotivating? Use these experiences as a guide for what not to do when you become a manager. For instance:
Steer clear of micromanagement, and instead, empower your team members by granting them autonomy.
Foster a culture of open communication by being receptive to feedback and encouraging your team to voice their thoughts and concerns.
Respect and uphold work-life boundaries, prioritizing your team's well-being and work-life balance.
Let me share a personal anecdote from the start of my career at my previous company. I was in the midst of relocating to a new country, transitioning to a new role, and grappling with the challenges of adapting to an unfamiliar environment. Unfortunately, my manager at the time failed to make any contact with me before my arrival – we hadn't even had an interview (he had a different manager interview me) When I finally arrived, he was absent and made no effort to welcome me or acknowledge my presence. It was only the following day, in the presence of a colleague, that I was introduced to him. To my surprise, he appeared taken aback by my presence and was far from welcoming. I had to actively pursue a meeting with him just to understand my responsibilities, let alone receive any form of a warm welcome. This initial experience of being virtually ignored left a lasting impression on me.
Consequently, I resolved to go the extra mile when I eventually assumed a managerial role later in my career. I adopted practices such as personally interviewing candidates set to join my team no matter what, maintaining regular contact with them after extending an offer, and crafting warm welcome emails before their arrival, along with sharing my number with them so they can call me if they need anything at all. On their first day, I welcomed them personally and ensured they felt welcomed by the team by arranging team lunches or introductions. Even when I couldn't be there in person due to unforeseen circumstances that caused a delay on their start date like immigration issues, etc., I made it a priority to call them personally, explain the situation, ensure a colleague was stepping in for me, and convey my commitment to their successful onboarding, and made sure to welcome them with bells on when I did return. I believe that these efforts contributed to my team members feeling valued and appreciated.
In fact, during an exit interview with one of my reports several years after their initial joining, they specifically cited the warm welcome and onboarding experience as a standout moment that set a positive tone from the very beginning of their journey with the company.
4. Test the Waters and Assess Your Fit
Transitioning into a managerial role is a significant shift in your career, and it's crucial to ensure it aligns with your strengths and preferences. Before committing fully, consider testing the waters by taking on leadership-related responsibilities, such as leading projects or coaching and mentoring junior employees. This allows you to:
Gain exposure to managerial tasks and responsibilities.
Assess how comfortable you are with spending more time on people management rather than hands-on work.
Develop essential leadership skills in a less formal setting.
Determine if you genuinely enjoy guiding and empowering others.
By exploring these leadership opportunities, you not only enhance your CV and increase your chances of securing a management role when the opportunity arises, but you also gain clarity about your suitability for this career path.
For instance, before I became a manager, I took on various preparatory activities. I joined mentoring and coaching programs to guide junior employees, completed online training in coaching and management, volunteered to take notes during management strategy meetings, and took on the role of reporting our team's weekly numbers and accomplishments, etc. These experiences provided valuable insights into the managerial realm, helping me assess my fit and desire for it - I really enjoyed coaching and mentoring and loved the strategic piece too, which made me more confident about my career aspirations.
5. Embrace Career Exploration and Growth
Recognize that your career path isn't a vertical ladder. Instead, it often resembles a pyramid or trapezoid, offering diverse opportunities for growth. To construct a strong and versatile foundation for a successful managerial career, contemplate lateral moves within your organization or industry. Examining the paths of accomplished CEOs, senior leaders, and VPs reveals a common thread – they've acquired a diverse range of experiences within the company. They've ventured into sales, marketing, operations, product development, and more, amassing a wealth of knowledge and insight. Exploring different teams, scopes, and leadership roles can prove exceptionally advantageous for your career trajectory. Here's why:
You broaded your skill set by gaining experience in various areas, such as marketing, sales, product development, or operations.
You develop a holistic understanding of your organization, enabling you to make more informed decisions as a manager.
You build a versatile repertoire that sets you apart as a multifaceted leader.
You keep your career engaging and dynamic by seeking new challenges and perspectives.
When you eventually step into a managerial role, your well-rounded background will prove invaluable, and you'll be better equipped to tackle complex challenges and drive innovation.
6. Socialize and Build a Strong Network
Navigating a leadership role can be an incredibly fulfilling journey, but it can also feel lonely. As you ascend the ranks in your career, it's likely that you will witness a transformation in your professional relationships. While this shift doesn't imply complete isolation, it underscores the importance of proactively nurturing meaningful connections early on. Here are some things you can do before you step into management:
Establish a Support Network: Start by fostering relationships with colleagues, mentors, and peers who can form a valuable support network. When you step into leadership, you may encounter unique challenges or confront pivotal decisions. Having a circle of trusted confidants who comprehend your journey can prove invaluable.
Gather Constructive Feedback: These relationships also serve as a source of honest and constructive feedback. Colleagues who've closely collaborated with you can provide valuable insights into your strengths and areas requiring refinement. This feedback helps you fine-tune your leadership approach and become a more effective manager.
Create a Sense of Community: The transition to a managerial role can sometimes make you feel like you're navigating lots of unknowns alone. By nurturing connections early in your career, you foster a sense of community and collaboration. This camaraderie can significantly ease your transition into leadership, providing you with a support system to rely on.
Leverage Your Network: As you step into a management position, remember that your network can be a potent resource. Whether you seek advice, recommendations, or introductions, your relationships can open doors and offer invaluable guidance. The strength of your network lies in its ability to assist you in your journey and connect you with the resources you need.
It's important to emphasize that building relationships isn't a numbers game; it's about quality over quantity. Invest your time and effort in cultivating connections with individuals who share your professional values and can positively contribute to your growth. In doing so, you'll create a supportive network that will prove invaluable as you progress in your managerial career.
Finally, remember, the journey to becoming a successful manager is not just about reaching the destination but also about savoring each step along the way!
P.S. If you're eager for additional insights and strategies on your path to becoming a people manager, I'm excited to share that I'm offering a specialized program tailored to help you transition from an individual contributor to a manager. Explore the program details here and schedule a call to discuss your journey further.