The transition from being an individual contributor to a people leader is a significant milestone in a professional’s career – but it can also come with many challenges.
The transition from being an individual contributor to a people leader is a significant milestone in a professional’s career but can also come with many challenges that people struggle to adapt to. This career progression requires not only a shift in priorities but also a transformation in mindset and skills. Despite the advancement with respect to one’s title, many managers find this transition challenging.
Here are some of the specific challenges many managers face during this transformation:
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Failing to delegate effectively. Failing to delegate is one of the most common derailers for new managers. Often, strong technical acumen is what led individual contributors to rise to the managerial level. This often leads to believing it would be easier or faster for them to perform a task than to delegate it and train someone new. It is not only viewed from an efficiency lens, but they take pride in their work and may find it difficult to trust others with important tasks. This reluctance to delegate can stem from a desire to maintain control or a lack of confidence in the abilities of team members. When managers fail to delegate effectively, they risk becoming overwhelmed with tasks that could be handled by others. Not only can this lead to burnout, but it also fails to develop team members in the process.
Effective delegation is not limited to assigning tasks but also requires the necessary support and resources to enable success. Every instance of delegation is an opportunity for managers and direct reports to develop mutual trust. It is critical for new managers to understand delegation is not a sign of weakness, but a strategic move to enhance overall team performance. - Assuming past strengths will be equally important. A traditional career progression within the AEC industry will see an individual rising from a doer to project manager, potentially to a people manager. The skills that made that individual successful as a high-level doer and an effective project manager will not directly translate to a successful people leader. Technical expertise, ability to manage one’s time, consistently able to meet deadlines, and ability to influence others are common traits of an individual contributor chosen to manage teams and people. While those skills will continue to be important, individuals during this transition must recognize that their focus must shift from personal achievement to team success, and that team success is now considered personal achievement. It is important to get to know the individuals reporting to you and learn what motivates them to help them reach their potential. Take time to understand the existing dynamics of your team and be ready to take action if challenges exist. Setting clear expectations and holding individuals accountable can be uncomfortable but is essential to high performing teams. New managers need to recognize that their role is no longer about their individual performance but about enabling their team to perform at its best.
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Focusing too much on vertical relationships. Another challenge that new managers often face is an overemphasis on vertical relationships – those with both their superiors and their team. While maintaining strong relationships with those directly above and below you within the organizational chart is important, focusing too much on vertical relationships can lead to the neglect of horizontal relationships, which are equally crucial for effective leadership.
Horizontal relationships involve interactions with other managers either in your department or within the broader company, and members of support services such as marketing or human resources. With today’s dynamic, fast-moving AEC industry these relationships are more important than ever. The need for work sharing, managing performance on multi-discipline projects, and soliciting support when dealing with any number of challenges within the workplace make these relationships essential for success. Neglecting horizontal relationships can result in a lack of cohesion within the organization while also stifling the growth of oneself as a manager. -
Ineffective communication. While effective communication is often critical in many different roles, the types of communication required change as one shifts into management. Managers are often required to provide feedback, resolve conflicts, set expectations, and inspire the team, in addition to effective communication around technical elements of the job.
When stepping into a new managerial role, ineffective communication can lead to misunderstandings, a lack of clarity around expectations and frustration among team members. To overcome this challenge, new managers need to be intentional about developing their communication skills. Paying particularly close attention to active listening, empathy, and clearly conveying information will help enhance the effectiveness of communication while regular feedback sessions, team meetings, and open-door policies are opportunities to continue to calibrate one’s communication style to ensure efficacy.
The transition from individual contributor to people leader is a complex and multifaceted journey. Managers who assume that the tools and strategies that worked in their previous roles will be equally successful in their new roles may find themselves struggling. Similarly, the inability to delegate effectively, an overemphasis on vertical relationships, and ineffective communication can hinder a manager’s ability to lead a team successfully. By recognizing and addressing these challenges, new managers can navigate the transition more effectively and become successful people leaders.
John Butt, MBA is interim civil director at Ulteig. Contact him at john.butt@ulteig.com.
