So, you’ve made it. You’ve climbed the corporate ladder (or at least a couple of steps), and they’ve handed you the title of Manager.
Congratulations!
Your enthusiasm is palpable, you’re ready to prove you’re a visionary, a leader, and maybe even a superhero. You’re confident you can solve every problem, win over every stakeholder, and inspire every team member.
But… let’s pause for a moment. It’s not all rainbows and LinkedIn-worthy humblebrags. Welcome to the reality check.
Being a new manager is not just about doing more but learning to do less, strategically.
You want to be there for everyone: your team, stakeholders, your boss.
So, you start answering emails at midnight, reviewing reports on Sundays, and brainstorming during dinner. Don’t. You’re not the world’s emergency hotline. Availability 24/7 isn’t a badge of honor; it’s a fast track to burnout.
The world spun just fine before your promotion, and it will continue spinning even if you log off at 6 PM.
Stakeholders are pleased because they’ve found someone who never says no.
Your team? Less pleased because you’re overpromising and dragging them into the chaos. Remember, your job isn’t to make everyone happy. It’s to deliver value, sometimes by saying, “That’s a great idea! Let’s discuss how it fits our priorities.”
(Translation: Not happening right now.)
Or, my favorite alternative “Of course, we can do that! What do you want to do first?”
You think supervising every detail of every task shows dedication. It doesn’t. It screams I don’t trust you. Micromanaging exhausts you and demotivates your team. Instead, empower them: delegate, guide, and then step back.
The goal isn’t to babysit but to lead.
Pro-Tip: Never use the word ‘babysit’ with your team, even if they are acting like babies, it’s the Fast-Lane to HR office.
Work isn’t everything, despite how it feels in those early days as a manager. Ignoring your health or sidelining relationships for the sake of proving yourself isn’t sustainable. You can’t pour from an empty cup.
I've missed birthdays, anniversaries, and even almost missed New Year's Eve, still on the phone with my boss at 11:51 PM on December 31st.
I've also struggled with severe back pain for nearly two years, resorting to injections, physiotherapy, and every other ‘something’-therapy imaginable. All this could have been prevented by simply dedicating a few hours per week to the gym or swimming.
This isn't a fleeting toll; it's an eternal tax if you turn a blind eye.
As a new manager, you’re eager to prove your worth. So, when you see department heads battling over whose activities deserve priority, unwilling to compromise or find common ground, you might naively think, “I can fix this!”.
That’s when you offer yourself as the noble ‘priority selector.’
Don’t do it. Congratulations, you’ve just volunteered to become their very own Benjamin Malaussène, the Scapegoat. Instead of solving their issues, you’ll find yourself caught in the crossfire, blamed for every decision that doesn’t go their way.
Here’s a better approach: Facilitate discussions, guide them toward shared solutions, but don’t take on the role of arbiter.
Your job is NOT to absorb everyone’s frustrations.
Mistakes are part of the process, you’ll make them, just like we all did. The key is to reflect, adapt, and occasionally laugh at the absurdity of it all.
Remember, you’re not alone. Every seasoned manager once stood where you are, wide-eyed and overzealous. And now, we’re here with our advice, not on what to do, but what not to do.
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