Supporting New Managers

Supporting new managers isn't just a nice-to-have; it's a strategic imperative. By investing in their growth, you’re investing in the future of your engineering organization. This article provides a framework for supporting new leaders, with a focus on practical advice and actionable steps.

The Unique Challenges of the First-Time Manager

Transitioning from an individual contributor to a manager is a significant shift. While technical expertise is crucial for success as an IC, management demands a different skillset. Common struggles include letting go of individual tasks, learning to delegate effectively, navigating difficult conversations, the feeling of being less “productive” due to a change in focus, and a lack of a readily available safety net for guidance. It's important to acknowledge that these challenges can manifest differently based on individual personality and prior experience; some ICs struggle more with delegation than others. The core of this shift is moving from doing work to enabling others to do their best work.

A Multi-Faceted Support System

A comprehensive approach is key to setting up new managers for success. Here’s a layered system that can provide the necessary support:

1. Dedicated 1:1s: Regular, focused one-on-one meetings are critical. These shouldn’t be just status updates, but rather opportunities for coaching, mentorship, and problem-solving. Focus on:

• Strategic Guidance: Help them think through the long-term implications of decisions and guide them on how to navigate political dynamics within the organization.
• Feedback and Coaching: Provide constructive feedback on their leadership style and offer coaching on specific skills.
• Problem Solving: Offer support in navigating challenging situations with team members or stakeholders.

2. Peer Support: New managers benefit greatly from connecting with others in similar roles. Consider:

• Creating a dedicated Slack channel or scheduling regular “new manager roundtable” sessions.
• Encouraging peer mentorship – pairing a new manager with a more experienced one.
• Facilitating opportunities for knowledge sharing and best practice exchange.

3. Formal Training: Investing in relevant training programs can equip new managers with the necessary skills. Look for programs that focus on:

• Leadership skills (communication, conflict resolution, performance management).
• Engineering-specific leadership – how to guide technical decisions without being the expert.
• Emotional Intelligence and self-awareness.

4. Mentorship: Pairing new managers with experienced leaders provides valuable guidance and support. When selecting a mentor, prioritize:

• A compatible style and experience level.
• Someone who is willing to dedicate the time and effort required to provide meaningful guidance.
• A strong rapport and open communication.

The Power of Filling the Gaps

Experienced managers often take certain tasks for granted – the “invisible” work that keeps things running smoothly. Proactively identify and address these areas to support your new managers. Consider providing support with:

• Meeting Templates & Agendas: Provide pre-built templates for team meetings, 1:1s, and performance reviews.
• Cross-Functional Collaboration: Help them navigate relationships with other teams and stakeholders.
• Performance Reviews & Feedback: Offer guidance on conducting effective performance reviews and delivering constructive feedback.
• Managing Up: Help them learn how to effectively communicate with their managers and advocate for their team’s needs.
• Organizational Onboarding: Ensure they understand company policies, processes, and norms.

Combining Support & Addressing Organizational Needs

Proactive onboarding goes beyond simply explaining policies; it requires a deliberate effort to integrate the new manager into the company's culture and workflow. This can involve:

• Shadowing Opportunities: Allowing the new manager to shadow experienced leaders in different departments.
• Key Stakeholder Introductions: Facilitating introductions to key stakeholders across the organization.
• Access to Internal Resources: Ensuring they have access to relevant documentation, tools, and resources.

New Manager Skill Matrix

This matrix provides a concrete tool for 1:1s and development planning.

Skill	Needs Development	Developing	Proficient	Strengths
Delegation
Feedback Delivery
Conflict Resolution
Prioritization
Performance Management
Technical Guidance

Use this in 1:1s to collaboratively identify areas for growth and acknowledge strengths, and create a tailored development plan. This helps focus conversations and track progress.

Conclusion

Supporting new managers requires a commitment to providing them with the tools, resources, and guidance they need to succeed. By implementing a multi-faceted support system, proactively addressing their needs, and focusing on continuous development, you can empower them to become effective leaders and contribute to the success of your organization.