For me one of the biggest challenges that new managers face is understanding the skills that made you a successful IC will not be the same skills that will make you a successful leader. This will be something that you will always have to be aware of in your career.

Today I want to spend some time initially going through why I am doing what I am doing and really focus on this shift you need to make quickly in your new role.

I have nearly 20 years experience in HR & Talent roles and supported aspiring, new and experienced leaders throughout different parts of their journey. Over the last 6 years I have noticed and heavily invested into a gap which needs more support. And that gap is the new leaders / first time managers. What I saw was:

• Limited training

• Limited to no tools or resources for new leaders

• Outdated practices for training

• New preparation of the change in role

I have spent significant amount of time working and developing new leaders and saw a defunct training area. The existing models never worked for what I understood the new leaders needed (having done this poor and limited training as a leader myself).

What I know is needed for this group of individuals is:

• Preparation for what the new role is

• A network, community or cohort to help support you transition and journey together

• Short bitesized training

• Resources and tools

And yes a lot of people will tell me this exists but yes there are tools out there but people need to go find them, we need to make it easier for them to have this at their fingertips.

We need to move away from the old practices of two day training course and this is what training as a new leader is.

And this is what I am creating, a new place for new leaders to learn and grow.

Keep posted for more on this very soon.

Changing Your Mindset

What I often see from new leaders is that when they move into the new role of a leader, and let’s be honest it’s a new role not a promotion, is they continue to operate as though nothing has changed.

But leading a team requires a different mindset. You need to move from being what do I do to achieve results to what can we do to achieve results. This is a subtle yet huge move in the mindset of a leader. It’s no longer about you but its about your team and what you can do as a unit to deliver great things.

This mindset will not change overnight. This requires a hard work of thinking and being determined with the change in mindset. If you don’t change this mindset here’s what happens to your team:

• You will become the expert and specialist IC. You will become the go to for problems.

• Growth and development becomes stilted as everything stops with you.

• Teams will overtime become more disengaged as opportunities to grow are limited

• Teams overall impact on results are limited as you become the key vocal point of the team and the only one adding value. This means a 1X multiplier over a 10X.

• Ability to do things and innovate becomes a lot slower.

All of this because you haven’t altered your mindset from me to we.

Your first step in moving into this mindset is understanding you and your new role. Here are five questions to ask yourself every week or even daily that are applied to my LEAD+M framework:

1. Lead:

• Question: Am I leading by example and setting the right tone for my team?

• Purpose: Reflect on whether your actions align with the values and behaviors you want your team to emulate. Leadership starts with personal accountability.

2. Engage:

• Question: How am I fostering engagement and collaboration within my team?

• Purpose: Evaluate whether you are creating opportunities for your team to share ideas, collaborate, and feel connected to their work. Engagement is key to team performance and satisfaction.

3. Act:

• Question: Am I focusing on team outcomes or am I still getting caught up in individual tasks?

• Purpose: Shift your mindset from “doing” to “guiding.” As a manager, your role is to act strategically, delegate responsibilities, and focus on broader team objectives.

4. Develop:

• Question: What am I doing to support the growth and development of my team members?

• Purpose: Reflect on whether you are investing in your team's personal and professional development. Coaching, mentoring, and providing learning opportunities are critical to team success.

5. Mental Health:

• Question: How am I managing my own mental health and the well-being of my team?

• Purpose: Check in on your own mental health and create space for open conversations about stress and well-being with your team. As a leader, ensuring both your mental health and that of your team is a priority for long-term sustainability.

Using these questions will begin to help you with applying the right focus on the week or day ahead. If you need to keep a journal of these and review these regularly.

Guidance for changing mindset

1. Shift Your Mindset

• Tip: Embrace that your success now comes from the collective achievements of your team rather than your individual contributions.

• Guidance: Focus on coaching and developing your team members rather than jumping in to solve every problem yourself. Think about how you can enable others to shine.

2. Delegate, Don’t Do

• Tip: One of the hardest parts of moving from IC to leadership is letting go of tasks you used to excel at. Trust your team to take on these responsibilities.

• Guidance: Delegating effectively allows you to focus on bigger-picture strategy and provides your team members with growth opportunities. Avoid micromanaging, and instead, set clear expectations and follow up regularly.

3. Foster Collaboration

• Tip: Build a culture of teamwork and shared ownership by encouraging open communication and collaboration.

• Guidance: Lead by example. Instead of taking on projects solo, involve your team in brainstorming, problem-solving, and decision-making. This helps build trust and fosters a team-oriented environment.

4. Provide Clarity on Roles and Responsibilities

• Tip: As a manager, it’s essential to ensure everyone on your team knows their roles and what’s expected of them.

• Guidance: Clearly communicate each person’s responsibilities and how their work contributes to the team's and organization's overall success. This ensures accountability and alignment.

5. Invest in Team Development

• Tip: Shift your focus from perfecting your own skills to developing those of your team members.

• Guidance: Use 1:1 meetings to discuss their career goals, provide constructive feedback, and identify opportunities for growth. Your team’s development is a reflection of your leadership.

6. Create a Feedback Loop

• Tip: Transitioning from IC to manager requires a strong focus on giving and receiving feedback regularly.

• Guidance: Encourage a culture of feedback where team members feel comfortable sharing their thoughts. Provide actionable and constructive feedback to your team while also seeking their input on your management style and team dynamics.

7. Focus on the Big Picture

• Tip: As a new manager, it’s easy to get pulled into the details of every project. However, your role now involves guiding the team toward long-term objectives.

• Guidance: Stay focused on the broader goals and strategy. Empower your team to handle the details, and reserve your time for strategic thinking and aligning the team with company priorities.

8. Be Patient with Yourself and Your Team

• Tip: Leadership is a continuous learning process. It’s okay to make mistakes and learn from them, just as you’d encourage your team to do.

• Guidance: Recognize that building trust and a high-performing team takes time. Be patient, both with yourself as you grow into your role, and with your team as they adapt to your leadership style.

Following this over a period and consistently coming back to this will help you to begin to move from IC to Leader. You will not become a leader in a day but overtime and through applying the above daily, little by little you will start to becoming the leader you want to be for your team.

Book Recommendation

This week I want to recommend Leaders Eat Last by Simon Sinek

Overview: In Leaders Eat Last, Simon Sinek explores how great leaders create environments where people feel safe, valued, and inspired to work together. He explains the concept of the "Circle of Safety," where leaders prioritize their team’s well-being over their own, fostering trust, collaboration, and loyalty. This mindset is crucial for new managers transitioning from individual contributors to leaders.

Key Learnings for New Managers:

1. Leadership is About Service:

   • As a new manager, your role shifts from focusing on personal achievements to serving your team. Successful leaders prioritize the needs of their people, helping them succeed and grow.

2. Creating a Safe Environment:

   • When your team feels safe—emotionally and professionally—they are more willing to collaborate and innovate. New managers should work on building trust and openness, ensuring that team members feel supported.

3. Long-Term Focus Over Short-Term Wins:

   • Sinek emphasizes the importance of thinking long-term. New managers need to focus on sustainable growth and the overall health of the team rather than just immediate results.

4. Building Trust and Loyalty:

   • Trust is at the core of successful teams. As a new manager, developing trust means showing empathy, being consistent in your actions, and building personal connections with your team members.

5. Empowering and Developing Your Team:

   • The best leaders are those who invest in their team’s development. Delegation, providing growth opportunities, and encouraging autonomy are all part of empowering your team to succeed.

That’s a wrap for this week, I hope this is really helpful and you are able to leverage the questions I highlight above.

I’d love to know how you get on and feel free to comment or message me on LinkedIn.

PS If you have enjoyed this content you’ll love my updated free course for new leaders. This is your blueprint for the first 90 days. Get it here

PPS I post daily on LinkedIn with additional tips, lets connect.