5 Must-Do’s For First-Time People Managers

So you’re about to kick off your new role as a people manager. Congratulations! Leading a team can be super rewarding. Maybe you were drawn to a role like this because you love the idea of being a part of someone’s growth. Maybe you’re a natural teacher and you’d like to impart your wisdom to a fresh team. Or maybe you love to be strategic and lead a team toward a common goal. It’s likely a mix of all of the above. 

Being a people manager, of course, also has its challenges. You have to now shift to a balance of the regular work in your field, while also taking on a coaching role. With that, comes personal feelings and a lot more emotional labour. But don’t worry, we’re here to set you up for success.

Don’t change everything on day 1

Everyone wants to be known as the manager who came in and crushed it. You took the captain’s wheel and steered everyone to safety (AKA your team goals) and you’re a hero to all. 

In reality, it’s likely that your team already has a good thing going. Your want to come in and change processes to supercharge productivity comes from a good place, but too much change can sour a mood quickly. It gives the impression that you think your team “needs saving”; like they aren’t competent enough to do their job well before you came in.

The solution? Listen. Take the time to do some introductory one-on-ones. What’s working, in the department? What could be improved? Take in all the feedback, and implement necessary changes slowly. Relationship-building with your employees is priority number one. Once you have that trust built up, remind the team that change can be positive, and you could always pivot if need be. Your energy to come into the role swinging is admirable, but direct it toward making smaller, slower changes. You’ll get the job done and build the relationship along the way.

Skip the micromanaging 

Building trust is important, but you might also be wondering how to ensure your team respects you as a figure of authority. You should be closely watching how your team works, and jumping in to redirect or coach every time you can, right? 

Wrong. Breathing down your employees’ necks about every choice they make is the quickest way to diminish your relationship with them. Everyone is different. Everyone likes to be managed differently, everyone reacts to change differently, and everyone has different strengths and weaknesses. Know how to identify which is a large or small rock when it comes to someone’s performance. If someone isn’t getting the work done, is difficult to collaborate with, or their performance isn’t up to par, that’s a surefire sign that they need to be talked to or coached.

But if someone is 2 minutes late to a meeting once, made a typo in an email, or took a minute or two longer than expected to answer your message, it’s not a cause for concern, it’s human. 

Use your 1:1 time for the things that matter 

As a people manager, you’ll find your calendar fills more quickly than usual. You're balancing the tasks of your individual work, as well as checking in on how things are with your team. It’s difficult, sometimes, to keep an eye on absolutely everything. So when it comes to that precious one-on-one time, it’s tempting to talk about current projects. Here are 3 topics that are a notch higher on the one-on-one priority list:

Their general workload: Ask how things are going with them. Work can be hectic, and checking in about burnout or frustration can be easily put on the back burner. Knowing that their boss cares, and they lead with empathy will make your employees feel valued.

Growth: What is your employee aiming to accomplish long-term? How can you help them get there? This is one of the most rewarding elements of people management. Talk about, and put a plan in place, to help them further their career.

Feedback and help: Open the floor here for any feedback they may have for you, or where they may need your help. Jumping in a ton with unsolicited help or corrections is where we wade into micromanaging territory, but let them know you’re open and you want them to come to you. 

Of course, if there are pressing concerns about performance or company news you need to review together, that may take priority. But don’t make your 1:1 a pure status report. Your team will thank you for it.

Don’t take burnout personally

As you know, outside of work, your employees live full, dynamic lives. Sometimes a combination of personal and/or work stress can lead to burnout. 

Don’t take it personally if your employee tells you they’re feeling burnt out. Instead, take this as an opportunity to listen and help. It could be a personal issue that they may or may not be comfortable sharing. If that’s the case, tell them you sympathize, and ask if you can do something to support them at work.

If it is primarily an issue with work, you have more influence to make a difference here. Ask if it’s something about the role or the workload. You can dig deep and come up with a solution to take something off of that person’s plate, let them rest, or both. 

Don’t see your team’s exhaustion as a personal attack, but rather, a chance to regroup and move forward together. Your employees are going to do their best work when they feel good. So listen, lead with empathy, and come back stronger. 

Add in some team-building

This is a fun one, and maybe a bit of a no-brainer. Doing the work to build individual relationships with your team is valuable, but the bond as a team is arguably just as important. 

Visit an escape room, go bowling, or take a yoga class. There are so many fun team-building options you can choose outside of work. If the budget is a little tighter, there are many in-office or virtual games you can opt for as well. Also having a group chat or shared channel is a fun way to keep your team connected in a more personal, relaxed way. As a leader, you’re the one who can encourage the bond that your employees may not otherwise make time for. 

With these 5 tips combined, you’re sure to make a great impact on your new team. Remember, a stellar team with a perfect culture can’t be built in a day. But don’t rush with changes, listen, lead with empathy, and make a human effort, and you can’t miss.