Becoming a new manager in Tech is 🌶️. Here are 5 challenges to navigate.

So you want to be a manager?

Go you! Well done for stepping up!

OMG you’ll be sooo good at it!

Everyone, bring the confetti cannon! We have a new manager over here!

[cue asteroid wrecking people’s lives]

Why is this so true? What happens from good intent to burning embers of self-esteem, productivity, and growth?

Becoming a people manager was one the hardest transitions in my career, and for having partnered with many new managers, I can guarantee you I’m not the only one. There’s simply so much to learn, manage, prioritize, organize, counsel, and unlearn. You need a guide to help you navigate the guide of successful managment.

Below are 5 challenging aspects we’re seeing when partnering with new leaders - hopefully this will help you get ready for them as you become a totes kick-ass people manager:

Now you are the one announcing the re-orgs

One of the hardest aspects of stepping into management is what I call the sandwich effect: you are not senior enough to make decisions, but you are still a member of the leadership group and as such are expected to communicate stuff from the top. That tension can be tough to navigate.

The worst case scenario is when you’re asked to communicate a decision or policy change you don’t fully agree with, with limited input on the why. For instance, your company has decided to bring all their employees back to the office and you know it will be a hard pill to swallow for some of your people. Not only do you have to announce the change, you’ll also have to police it. Great! Worst still: imagine you’re asked to let go of some folks because the business is not doing well. Are you ready for that?

Your relationship with co-workers will change

The moment you start evaluating someone else’s work, things will change. Especially if you are managing folks who were your peers before. Sounds obvious like that, but it’s much more confusing when working in tech where relationships often blur the lines between professional and friendship.

Sure people are happy you’re promoted - but their first concerns will be about them. How will you handle their needs? Should they trust you with their issues? Will you care for people on the team?

It’s helpful to set expectations around that aspect with your team to prevent perception of favoritism, but also to help assert your authority.

Your team is not exactly your team

Here’s something that takes a while to sync in for most new managers. The people you manage are not your team. Yes you are expected to create a productive and engaging work environment as much as possible. But this is not your team. Your team is your manager’s team. That’s different. Sometimes your leadership will share business decisions that will go against the desires of the people you manage. You may fight against it, advocate for your people, etc. But at the end of the day - which team will you be on?

You’re defining your managerial identity at the same time as you’re building it

A mouthful, let me explain: you’re figuring shit out for the first 6-12 months (at least) of your new job. You don’t know yet what you should be doing when presented with new situations. Which is basically every day. Like in all new roles, there’s a transition period, the difference here is that this one involves people. The stakes are different. This time the impact is real. On one hand you need to build trust with your team, your peers, and your own manager; on the other you are learning as you go. Navigating that paradox can be anxiety inducing as you fumble into things.

You are accountable for people’s performance

We as humans think that lack of performance is due to the individual. But 8 times out of 10 it’s due to other factors: lack of communication and guidance, unclear expectations, no feedback, broken tools, etc. If someone on your team is not performing: you are part of the problem, and the solution. You absolutely have to have the hard conversations and provide feedback to help them grow in the right direction. Too many managers blame the whole situation on individuals, be good and take responsibility for your part from the start!

There, 5 challenging aspects. There are others. What else are you experiencing?