Are You Ready to Be a First Time Manager?

Becoming a manager for the first time is an exciting career milestone. However, many first-time managers find that the shift from peer to supervisor can be more challenging than initially expected, as they must navigate new relationship dynamics, earn trust, and develop their leadership style. Things can get even more complicated when an employee is promoted from within, as others may have hard feelings about being passed over for the role, or opinions about the new leader’s qualifications.

Consider this scenario

Jordan was recently promoted to team supervisor, and this is his first time in a managerial role. Jordan heard rumors that his coworker, Chris, did not think Jordan deserved the promotion and was upset about it. Now, it seems like Chris is becoming a problem. Ever since Jordan became the supervisor:

• Chris regularly challenges Jordan’s decisions in team meetings.
• Chris bypasses Jordan on questions and goes directly to senior leadership.
• Chris openly comments to coworkers that Jordan is “too junior” for the role.
• When assigned work, Chris often responds with statements such as, “That’s not how our last manager did it,” and “I’ll wait to confirm with someone higher up.”

So, how does Jordan build rapport and respect, without turning this into a messy conflict? Often, it is best to address the issue head-on, but professionally and openly. Jordan should resist the temptation to respond defensively or jump to disciplinary action. Here are some recommended steps:

Step 1: Address the behavior promptly

Jordan should meet with Chris privately and note his observations. For example, “Chris, I’d like to discuss some interactions I’ve observed recently. I have noticed instances where assignments have been questioned in front of the team, decisions have been escalated without first discussing them with me, and comments have been made suggesting you don’t recognize my role as manager. I want to understand your perspective, but I also need to ensure we maintain a respectful and productive work environment.”

Step 2: Listen and gather information

In the meeting, Jordan should first allow Chris to share any concerns. Jordan can ask open-ended questions such as:

• “Can you tell me what’s driving your concerns?”
• “Are there specific issues with the assignments or decisions?”
• “What support do you need to be successful?”

Rather than respond defensively, Jordan should listen and recap what Chris shares.

Step 3: Set expectations

Now it is time for Jordan to set expectations. For example: “It’s okay to disagree with decisions and raise concerns. However, I expect assignments to be completed as directed and concerns to be raised professionally. Going forward, if you disagree with something, please do not interrupt our team meetings. You can come to me directly, and we will set aside time to discuss the issue.” Jordan can also clarify how he will be supporting Chris and the team.

Step 4: Document the conversation

From a compliance perspective, Jordan needs to document his conversation with Chris and include details such as date and time, what was discussed, and expectations moving forward. Jordan should focus on specific facts and examples (e.g., discussion of failure to follow directives, disruption of meetings). Jordan should also keep a copy of the documentation in Chris’ personnel file, in the event it is needed to support a disciplinary or termination decision in the future. Finally, Jordan should consider notifying his manager or Human Resources so they are in the loop and can provide support as needed.

Step 5: Follow up

If Chris’ behavior improves, Jordan should acknowledge the improvement. If the bad behavior continues, Jordan may consider disciplinary action consistent with Company policy and involve HR or management for objectivity.

Setting Up Your Managers for Success

New managers deserve more than “sink or swim” training.  Is your employee ready to navigate all of the challenges of being a first-time manager? CEA has just created a hands-on program focused on helping first-time leaders successfully transition into management, develop leadership skills, and confidently tackle employee relations issues and various team dynamics.

This August, join CEA for our First-Time Manager Boot Camp, designed for managers in the first 6-12 months of their new role. Our three-week series (broken up into 6 classes) will equip new supervisors with the tools needed to make the shift from being an individual contributor to a manager. This course will also help newer managers identify top compliance traps that may expose your company to legal claims, develop a leadership style, and improve their communication skills. Spots for this series are limited.