# Reblog: The 6 Mistakes You’re Going to Make as a New Manager

- Link: https://jeffpaul.com/2025/01/reblog-the-6-mistakes-youre-going-to-make-as-a-new-manager/
- Published: 2025-01-20T10:41:00-06:00
- Author: jeffpaul

Reblog via [Matheus Lima](https://bsky.app/profile/terriblesoftware.org)‘s [Terrible Software](https://terriblesoftware.org/2024/12/04/the-6-mistakes-youre-going-to-make-as-a-new-manager/):

> Moving from an Individual Contributor (IC) to a manager is a significant career
> step. This is especially true in the ever-evolving tech industry. This change 
> brings new challenges and opportunities to learn.
> Reflecting on my first couple of years as an Engineering Manager, I realized that
> the lessons I learned are not unique to me; many new managers face similar experiences.
> That’s why I want to share these insights with you. My goal is to support and 
> connect with other new managers who are going through this exciting yet demanding
> transition.
> 
> ### ???? Delegation
> 
> The most common trap you’ll probably fall into is the (many times, subconscious)
> reluctance to delegate. Transitioning from an IC to a manager, I found myself 
> attached to old responsibilities, unable to trust my team with tasks I used to
> do.
> You’ll rationalize it, “they won’t be able to do it the same way I’d do it,” but
> even if this is true (it’s not), long-term thinking you want your team to be able
> to tackle the things you used to do. Otherwise, they won’t grow — and neither 
> will you.
> Remember that delegation isn’t about randomly distributing tasks; it’s about empowering
> your team, trusting them, and stepping into your new role as a leader.
> 
> ### ???? Where’s my dopamine?
> 
> For over a decade, my dopamine (from work) came from a very predictable place:
> shipping new things. As a manager, those direct rewards will simply disappear,
> leaving you feeling unfulfilled for weeks (months in my case).
> I won’t lie; this isn’t a solved problem for me yet, but I think I got into a 
> much better shape by (trying to) rewire my brain into getting satisfaction from
> other places: giving feedback, seeing my reports grow, writing a very thorough
> performance review, etc.
> Keep in mind that we’re not the stars anymore; we’re facilitators. Yes, it’s true
> that we don’t ship _a_ project directly anymore, but we’re helping our team ship
> _all_ projects.
> 
> ### ???? Quality over quantity
> 
> It’s easy for new managers to equate the growth of their team size with personal
> and professional success. In my early days, I found myself desiring more team 
> members or even additional teams, believing it’d reflect my management skills —
> and, of course, lead to a salary raise.
> However, I soon learned that this was a mistake. True growth comes from the quality
> of your team’s output, not from the quantity of its members. Focus on pushing 
> your team to the next level; create a place where they can come up with new ideas
> and do great work. This not only leads to higher quality work but also to a more
> cohesive and happier team. Remember, a smaller team that works well together can
> do better than a bigger team that doesn’t.
> 
> ### ⚖️ The level of engagement
> 
> The right amount of engagement that you should have in your team’s projects is
> also a tricky subject. Lean in too much, and you’re micromanaging; lean out too
> much, and you appear disengaged.
> To find the right balance, consider the concept of [Guided Autonomy](https://www.linkedin.com/pulse/guided-autonomy-empowering-teams-act-jim-kalbach/).
> This means setting clear goals and expectations, then stepping back and letting
> your team figure out how to achieve them. Your role becomes less about directing
> every action and more about providing guidance. This approach promotes responsibility
> and growth within your team while ensuring alignment with project objectives.
> In my journey, I’ve learned that effective engagement means being present without
> being overbearing. It’s about creating an environment where your team feels supported
> but also free to innovate and take ownership. The key is to offer guidance and
> support without taking away your team’s independence.
> 
> ### ????️ Managing perception
> 
> As an individual contributor (IC), your work spoke for itself; people could easily
> see it. Plain and simple. As a manager, it’s less black and white, and surprisingly,
> for many new managers, part of your job now involves managing how others see you.
> With your team members, it’s about making sure they understand and appreciate 
> your role as a facilitator of their success. You’re no longer directly creating
> the product, but you play a crucial role in guiding the process, overcoming obstacles,
> and creating an environment where creativity and productivity thrive. It’s important
> for your team to recognize and value this shift in your contribution — from individual
> accomplishments to team successes.
> Externally, the challenge is different but equally important. Stakeholders, other
> departments, and senior management may not see the day-to-day impact you have 
> on your team. Here, managing perception involves actively communicating your team’s
> achievements and how your leadership contributes to these successes. It’s not 
> about taking credit for the work, but about highlighting your role in empowering
> your team to excel. It’s a delicate balance of showcasing the team’s work while
> making your leadership and its positive effects visible to those outside of your
> immediate group.
> I understand how controversial this can be, and it’s one of the reasons why ICs
> often hesitate to transition into management (“all that politics!”). But it is
> what it is, so it’s important to adapt. Perception management is about clarity
> and visibility, not just for your own benefit but also to accurately represent
> your team’s efforts.
> 
> ### ???? Redefining success
> 
> It’s quite common for ICs to have impostor syndrome, but for managers — especially
> new ones — this will reach a whole new level.
> You’ll often question your work or even if there’s any value in anything that 
> you’re doing. I’ve been there, and from what I learned, success for you is as 
> simple as asking yourself two questions:
>  1. Is my team shipping?
>  2. Are they happy?
> If the answer is “yes” to both, don’t worry; you’re crushing it. ????
> ---
> Every new manager makes mistakes, but each one is an opportunity to grow. Embrace
> these challenges as part of the learning process. Becoming a skilled manager takes
> time and continuous learning. Keep pushing forward, and soon, your mistakes will
> become milestones in your management career.
> I’d love to hear about your journey as a new manager. What challenges have you
> faced, and what lessons have you learned? Share your stories and insights below
> or [contact me directly](https://bsky.app/profile/terriblesoftware.org).

So, for those just scanning, that breaks down to:

 1. **Delegate Effectively**: Assign tasks to team members, trust their capabilities,
    and focus on mentoring rather than doing everything yourself.
 2. **Celebrate Team Success**: Shift your sense of accomplishment to your team’s achievements
    and take pride in their growth and progress.
 3. **Prioritize Quality**: Aim to enhance the team’s output and collaboration rather
    than focusing on expanding the team size.
 4. **Balance Involvement**: Set clear goals and provide guidance while allowing the
    team autonomy in their execution.
 5. **Communicate Contributions**: Regularly share the team’s successes and your role
    in supporting them to ensure your impact is visible.
 6. **Stay Adaptable**: Approach new challenges with curiosity and a willingness to
    learn as you grow into your leadership role.

This is such a perfectly wonderful TLDR for those moving into being a first time
manager, but also a reminder for those who’ve been a manager perhaps even with multiple
layers of an organization under you on six great actions to help position you as
a leader that people will almost certainly WANT to work with!

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