Developing a Managerial Mindset
By Steve Salmi, Ph.D., LP, Founder, Corporate Psychologists

A move into management is often used as a benchmark to measure success, as recognition for individual contributions, and as a milestone of progress and advancement of careers.  But do skills and seniority alone prepare a person for the responsibilities and expectations of management?   Let's take a deeper look at the psychological, emotional, and social changes associated with performing well in a new management role.

Making the adjustment
It's not a small matter to adjust to a management role.  Those who have difficulty in this transition may feel like a failure, and experience significant career setbacks.  A "transition failure" is also a risk to undermining the cohesion and productivity of established teams, as well as incurring significant cost to the organization in dollars and lost time. 

Many organizations do not adequately prepare new managers for the necessary change of mindset, and new way of thinking and problem-solving.  Many ambitious (but unaware) new managers are left to forge ahead with a new title and new authorities, but no new framework.  They continue to approach day to day tasks with the same behaviors and attitudes that have served them well in the past.  In doing so, they slip back into the role of being an individual contributor rather than acting with the necessary managerial mindset.  

Generalist vs. specialist
Typically, those who enter management have been known for their individual expertise and capabilities.  So, to be faced with challenges and obstacles in the new role is often hard to swallow.  Eager to prove their merit, new managers may be reluctant to ask questions or seek out support of others who could help them make a successful transition.

Becoming an effective manager involves a change in how one thinks and a significant adjustment in how a person views their role in the organization.  Once a specialist, the new manager now becomes a generalist; overseeing the efforts of the masses, without hands-on contact with the subject matter.  It may be emotionally difficult for them to realize that accomplishments now come through the work of others.  Their perspective now needs to be broader, more encompassing, and longer-term. 

Networking and nurturing
Networking (building and nurturing relationships) will be a novel concept to most new managers.  The focus for them becomes less technical and more on influencing, motivating, and exercising people skills, which they may or may not have developed in previous positions.  New managers need the support of seasoned networkers to help them identify and maximize relationship-development opportunities.  They may also benefit from formal training on relationship management.

Team dynamics
New managers frequently make the mistake early on of focusing too much on exercising their formal authority.  Telling people what to do may gain short-term results, but it does little to empower people - and actually serves to undermine the trust of a team and the motivation of individual members.  The success of a manager is depended upon establishing good relationships with peers, superiors and their own staff.  They need to focus less on trying to exercise their formal authority and, instead, try to focus more on exercising effective interpersonal skills and establishing a solid social network in which to operate. 

Of critical importance, new managers need to focus on building trust with their staff and colleagues by demonstrating respect for their opinions, following through on commitments, and handling mistakes in a non-punitive manner.  Trust builds confidence in a team, and a confident team is less likely to avoid problems and is more likely to address problems sooner and without procrastination.

The role of the manager's boss
An involved and receptive boss is an essential element to the success of a new manager.  Providing an open-door, being a sounding board, and encouraging ideas and questions are just some of the ways "the boss" can help a manager make the transition to his or her new role.  Additionally, a boss can be instrumental in linking the new manager up with other peers who can help to facilitate his or her social network development.

Ultimately, successful transition to management is a team effort, requiring involvement from the organization as a whole, upper management, and the individual in transition.  Anticipating the emotional, social, and psychological impact is the beginning.  Providing a structure of support is the key. 

Developing as a manager is a process.  Becoming a great manager involves a life time of learning, gaining self-knowledge, and an openness and willingness to reinvent oneself.

This article was written by Steven W. Salmi, Ph.D., LP, Consulting Psychologist.
Dr. Salmi is the founder of Corporate Psychologists, a full service consulting firm dedicated to providing quality assessment and development services to businesses and organizations.  Corporate Psychologists takes you from where you are to where you want to be.  Visit the company online at www.corporatepsychologists.com, or contact Dr. Salmi by phone at (763) 591-4430.

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