Few things are more rewarding than
working with new managers and leaders.
Let me give you seven reasons why.
(Before we continue, let me just say that I’m not mentioning AI or agentic management in this text. Those things are obviously important to discuss as well, but I wanted to focus a bit here.)
Throughout all the years that I have spent building and
leading Tech organisations, a few things have consistently
stood out as particularly rewarding.
Leading other leaders is one such thing, and that is evern more true when it comes to new managers and leaders.
Regardless of age, gender, background, previous experience or industry, it is usually difficult to be new in a managerial role. If we also divide the role into management and leadership, it is typically the leadership aspect that often proves to be the most challenging.
Why? I would argue it’s because ”Manager is a role you are assigned. Leader is what you then have to strive to become.”
I have recruited, trained, supported or worked with countless managers. Many times as their manager, sometimes as their slightly more experienced colleague, and hundreds of times as a leadership trainer or manager coach.
It is incredibly rewarding and exciting – but why is that? After some reflection, I believe I have several answers to that question.
Question: Why is it so rewarding to work with new managers?
Answer #1: Because it matters
Leading leaders (and doing it properly) has several positive effects, including less stressed and more satisfied leaders – which often means more satisfied employees – and clear progress towards achieving what the organisation set out to accomplish.
Answer #2: Because it is appreciated
When receiving clear, professional, coaching leadership, managers themselves will feel more comfortable in their roles, and they will see for themselves how their leadership behaviours and -actions contribute to tangible, positive outcomes. They can influence things in a positive direction. This makes them appreciate the leadership theu get instead of feeling micromanaged, stressed or pressured. Since they appreciate the leadership, they will accept (or even ask for) more of it, which makes them learn and grow even more.
And so on.
Answer #3: Because things are achievable
It rarely, if ever, feels impossible. It is not a wall of difficulties but often rather a complex map of challenges and potential changes or growth opportunities. Handling those well will have a a lot of positive impact, make people more content and help them be productive. It’s a wonderful feeling.
Answer #4: Because it is varied
After being a leader for a while, you begin to see patterns. The challenges that new managers experience may begin to look a bit alike to you. And yet it’s never exactly the same. Every day is and feels unique. You get the chance to apply your skills in more than one place and in new ways.
A varied job is what many people want. This is one of those jobs.
Answer #5: Because it is developmental and educational
I have gained many of my own insights through working with new managers.
I discover and learn new things all the time. I keep learning and growing.
I stay alert.
Answer #6: Because it facilitates growth and generates or saves money
…naturally. Good leaders have a significant impact on organisational success and money is earned or saved more quickly. This is something that most organisations understand, but not all of them act on it.
Answer #7: Because it strengthens the employer brand
Employees who have a good leader are more satisfied at work. Positive feelings are shared among colleagues and friends. The word spreads quickly. Recruitment becomes easier and the organisation’s reputation improves.
This is not just a hopeful point of view, it’s a fact. I have seen this many times.
Do I need to go on?
I don’t think so.
New managers should receive – and are entitled to – training and ongoing support. Otherwise, we waste both time and money – and people’s drive and wellbeing. And the employer brand.
Not all managers are good leaders of leaders. Some may think they are, or may not think it’s important. Some may hire what they think are good reporting leaders and let them loose, without leading them.
Sometimes a new manager’s own manager may think that they can coach and grow leaders (”How hard can it be?”), but see it as something to be done reactively if time permits. They may also lack experience in this area themselves.
All this can cause pain and friction in an organisation.
…but isn’t there often some sort
of leadership training?
In larger organisations, there are often leadership training programs, but regular individual support and guidance are less common.
In medium-sized organisations, it is fairly common to offer some basic training without any follow-up support. There may be invitations to management meetings or the occasional offsite. The value of such initiatives often amounts to one or two new insights and perhaps the feeling of not being alone in a tough situation. That can be a nice feeling for new managers, but it is not uncommon for post-event evaluations to mention the lack of follow-up, the need for more focus on individual circumstances, or that the topics discussed at the offsite rarely lead to visible or lasting change.
However, follow-ups, further training and one-to-one support are rarely included.
In smaller organisations, support for new managers is too often overlooked entirely, despite the fact that it could very quickly have a very positive effect and really help a smaller organisation to grow successfully, wth less pain and friction.
…so that’s why it’s so rewarding
to work with new managers.
Take care, everyone!
Björn