Most organizations strive to keep their leadership pipeline robust with internal candidates so they’re able to promote from within. However, for a newly promoted manager, the transition can be a struggle.
The struggle can take many forms: sometimes the new manager stays focused on their old job, prioritizing it over the expectations and requirement of the new job; sometimes they micromanage, or have difficulty delegating; at times, they subject themselves to self-induced overwork by trying to manage both their old and new job responsibilities simultaneously.
While always a challenge, making a smooth transition into management can be facilitated by identifying what to Let Go, what to Add-On, and what to Preserve.
Letting Go
It stands to reason that getting a new job means that you no longer have the old one. Often, though, Letting Go of the old responsibilities is difficult. Three underlying reasons contribute to this struggle: Identity, Control and Expectations, or ICE.
Part of any professional’s identity is tied to their work, particularly what they’re good at and what they’ve been valued for doing well. For a loan officer or sales professional, for example, a promotion to a management role requires them to shift their identity from customer service and relationships to internal management and strategy.
Some new managers struggle with giving up control over their former responsibilities, such as a process or an account. They may believe they need to be an expert at everything, rather than finding and empowering their employees, who may be smarter, better, more talented and more knowledgeable of the systems and process.
Each new management position carries a different set of expectations. Inexperienced managers who haven’t recognized and embraced these expectations – things like developing direct reports, setting strategy, managing individuals and teams – often struggle in their new roles.
Adding-On
Adding-On requires taking a careful look at the skills, priorities and perspectives required to be successful in the new position. The most common areas new managers fail to add on are coaching and developing their direct reports, and thinking more broadly and strategically. Well known executive coach Marshall Goldsmith points out that that the skills and behaviors that get someone promoted aren’t the same skills that will allow them to be successful at it, so adding on the right tools is essential for long-term success.
Preserve
In combination with letting go of outdated skills and adding on the right new skills, it’s also critical for new managers to recognize and preserve the value of the subject matter and interpersonal skills and behaviors that will continue to provide value and support their continued rise in the organization. The scope and the arena for using these skills may have changed, but the need for them remains.
Every professional working toward promotion should ask themselves the question: to be successful in my next role, what should I Let Go, Add On, and Preserve?
Inciting Leaders 