5 Mindset Shifts for New Managers

The transition from individual contributor to people manager is often the result of a promotion. Typically, newly appointed supervisors have excelled in their roles and are then tasked with overseeing employees themselves. In the majority of cases (58%), managers report that they never received formal training to help them level up their skills when they accept the opportunity.  

While leadership of others can be daunting, there is also a great deal of opportunity.  Supervisors influence at least 70% of employees’ engagement scores, and personnel with great bosses tend to put in greater discretionary effort and are more likely to advocate for the company. By being an exceptional manager, individuals have the potential to positively impact their organizations in more ways than they have working on their own. 

For new people leaders who are eager to enhance their supervisory capabilities, begin by adopting new perspectives. 

Mindset Shift #1 – Empowering instead of doing 

Individual contributors are typically immersed in the hands-on execution of tasks. When they become people leaders, they must learn to step back and empower others to take on projects. Embracing the change means nurturing their direct reports’ skills and talents while offering guidance and support, rather than direct intervention.  

In their new capacity, managers can focus on creating a culture of accountability and growth where team members are invited to take ownership of their work. Supervisors can view themselves as catalysts for their people’s activities by serving as sounding boards, removing obstacles and elevating ideas. Additionally, be mindful to ask questions of employees to inspire them to take action.  

Mindset Shift #2 – Trusting and delegating 

As we know from our work at Emergenetics, there are many ways to accomplish a task. Employees who are encouraged to work through their strengths are typically more energized and perform better. Successful bosses embrace the art of delegation, allowing staff members the autonomy to execute in the way they believe will work best – even if it is different from the methodology the supervisor may use.  

Delegation builds trust as it demonstrates to the team that their leader has confidence in their abilities. Allowing others to take charge also serves as a developmental tool, helping people grow their skill sets. To assign work more effectively, get to know team members’ strengths and provide them with opportunities to shine. Be sure to provide clarity into the desired outcome and ask employees what support they need as they work on the project. In doing so, new managers will cultivate a motivating climate. 

Mindset Shift #3 – Exploring the big picture 

Stepping into a supervisory role requires an elevated perspective that extends beyond the day to day. To inspire the department, it’s essential that leaders have a strong understanding of the organization’s goals and the broader industry landscape. It’s also important to adopt a forward-thinking mindset, identify long-term objectives and align team efforts with the company’s vision. 

Big-picture thinking will allow supervisors to better guide others through barriers and opportunities with an eye on the future. By staying up to date on industry trends as well as making connections between daily work and organizational targets, managers will engage and empower direct reports to contribute to the goals of the business in a meaningful way. 

Mindset Shift #4 – Prioritizing group over individual 

Many new bosses are used to being assessed on individual metrics. In a supervisory role, these measurements often change so that the accomplishments of the team are what reflect the achievements of the manager. To make this adjustment, new managers can redefine what success looks like from a personal lens. Instead of seeking individual accolades, consider how to best provide each member with the tools, training, coaching and help they need to excel. 

Celebrate collective achievements to promote a sense of unity and shared purpose. Mindfully modifying language by setting aside the ‘I’ in favor of the ‘we’ can help shape a leader’s mentality. While managers may still have some individual KPIs, placing the focus on group outcomes and growth will drive employee engagement and contribute to the long-term achievements of the whole team. 

Mindset Shift #5 – Cultivating two-way communication  

Individual contributors do not always need to be in regular contact with other colleagues as they go about their work. People leaders, however, are constantly sharing information from leadership, direct reports, other departments and coworkers, so it’s vital to level up communication practices. 

Start by learning how staff prefer to give and receive updates. Managers with access to Emergenetics can review the Thinking and Behavioral preferences of their teammates to better understand the burning questions personnel may have and address their inquiries accordingly. Additionally, get practice soliciting input and feedback from employees. By involving direct reports, rather than simply providing updates, managers can establish a culture that advances collaboration.  

While the transition to management can be a significant step up in terms of responsibility, it can also be extremely rewarding. By activating a leader’s mindset, those newest to the job will create the foundation for a positive transformation. 

Curious to learn more about how Emergenetics helps managers and teams maximize performance? Explore our website or fill out the form below to speak with one of our staff members today!  

 

 

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