If you’ve recently been promoted into a manager position, congratulations. You’ve likely excelled in your previous role, and you’re ready for a new challenge. That’s something to celebrate.
I’d encourage you to think of this less as a promotion and more as a career change. Your role is no longer only about you and your personal performance. It’s about your team and your people, and it will require you to learn and develop new skills.
Transitioning into any new role has a learning curve, and most first time managers don’t receive leadership or manager training. They’re not prepared for the long list of new responsibilities they’re about to take on.
Being a manager is a great responsibility. It is both rewarding and hard.
Manager Roles and Responsibilities
Now that you’re a manager, your list of responsibilities looks different. And longer.
- You have to run recurring 1:1s with your employees. This regular touchpoint is paramount in helping your people grow and achieve goals. This should be more about unblocking them than getting updates on projects.
- You have to hold effective team meetings. Running effective meetings takes skill, structure, and discipline. It is easy to let these slip over time, so be sure to revisit best practices and recalibrate.
- You have to set team and individual goals. Setting performance and career goals is part of the job. Finding ways to support and check in on employees’ personal growth—when appropriate—can have a huge impact, too.
- You have to continuously motivate employees and recognize them for their work. Everyone will be motivated differently. Take the time to learn what drives each individual to achieve. Don’t assume everyone is motivated like you are.
- You have to learn to give clear and direct feedback. This isn’t always easy, but giving constructive feedback is how you’ll help your employees succeed in their roles. It can feel counterintuitive, but your team wants feedback.
That’s a lot to keep up with…and there’s more.
You have to report to your boss. Eventually they’ll want to know how you’re measuring your team’s performance and effectiveness. You have to track that performance, create a report, and present it to your boss in an easily digestible way.
Even for a seasoned manager, this is a lot to maintain.
…And that’s not all. You have role-specific obligations, too.
If you’re managing a revenue team, the list gets even longer.
You’re in charge of call coaching, pipeline coaching, forecasting, and deal reviews, to name a handful. Not to mention countless real-time coaching moments your calendar doesn’t account for.
You have to onboard new employees. Train your team. Coach every individual. Support company-wide initiatives.
How do you manage these responsibilities at scale while also facilitating a positive culture?
Leveraging Technology as a Manager
Recent economic uncertainty has led to a decrease in headcount for many companies. But
80% of revenue organizations are leveraging technology to help fill those gaps.
Manually scheduling coaching sessions, documenting goals and action plans, and pulling reports can be a time suck, especially when toggling between different platforms to do it. Technology creates efficiency.
Plus, leaders have visibility into manager activity. No more pulling extra reports for the boss.
You can balance your responsibilities and your time more efficiently.
At the end of the day, that’s your most important role as a manager.
Lean Into the Learning Curve
Being a manager is hard. You won’t get everything right the first time, and that’s ok. What matters most is that you stay focused on helping your direct reports achieve their goals.
Be on the lookout for more posts from me. I'll be sharing the insights and lessons I've gained through my experiences to support you in your journey towards becoming a great manager and coach.
In the meantime, please reach out if I can help in any way.
You’ve got this.