New Young Managers Need These 5 Steps of Support

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The vast majority of managers didn’t necessarily set out to become leaders in their organizations. What usually happens is this: Those who are very good at their jobs (those with technical ability) are given more and more work. Over time, they need people to help them. If they are willing and available, these people are given supervisory responsibilities, sometimes informally at first. Eventually they become managers and are taught how to complete the additional paperwork that comes with their managerial responsibilities.

The problem is, especially among the best young technical talent today, that there are a lot of people who are committed to their work and career but are reluctant to take on supervisory roles. One potential factor is that those younger employees can see the experiences of their own managers: Managers, especially new managers, are often given loads of additional responsibility with very little additional support.

Without support and guidance from above, new young leaders often have a hard time establishing their credibility and getting others to respect their new authority. Under these circumstances, new managers are likely to soft-pedal their authority with some people and disproportionately lean on others. Way too often, new leaders are set up for frustration and failure.

When you ask a young star to step up and make the transition to a leadership role—at any level—you owe it to that new leader and their team to make sure that they are fully prepared to take on additional responsibilities and authority.

Teach new leaders how to do the people work, and then support and guide them in this new role every step of the way:

1. Explain that this new role carries with it real authority. It is a huge responsibility that should not be accepted lightly.
2. Spell out for the new leader exactly what their new leadership responsibilities look like. Explain the “people work” in detail. Create standard operating procedures for managing and teach them to all new leaders. Focus on the basics, like spelling out expectations for every employee who works for them, following up regularly, tracking performance closely in writing, and holding people accountable.
3. Make sure you formally deputize any new leader, no matter how small the project or how short the duration of the leadership role. Don’t just whisper it in the new leader’s ear: “I want you to take charge of this project and make sure everyone on the team pulls their weight.” You need to announce the new leadership to the whole team, articulate the nature of this person’s new authority, and explain the standard operating procedures for management that you have asked the new leader to follow.
4. Check in regularly with this new leader. Walk through the standard operating procedures for managing people. Ask about the management challenges they are inevitably facing. At first, you might want to sit in on the new leader’s team meetings and/or one-on-ones with team members in order to build up this new leader. Do everything you can to reinforce their authority with the team and every individual on the team. But make sure to take every opportunity you can to help the new leader refine and improve their management techniques.
5. Pay close attention every step of the way and evaluate the new leader in their new role. Some new leaders will practice the basics with great discipline, and some won’t. Some will grow comfortable in their new leadership roles while some may always experience some discomfort. And some will simply fail in the leadership role. But it turns out that with the right amount of guidance and support, most people who are very good at their jobs and committed to their work and career can grow into strong, competent leaders.

When identifying the right superstars for leadership advancement, look for those young people who love the responsibility and the service. Look for those who consistently practice the basics of management with discipline. Look for those who spend the most time patiently teaching. Look for those who want to lift people up and make them better. They will likely be your future leaders.