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While there’s been a lot of talk about the 70-20-10 model – with 70% of development time spent on experiential learning, 20% on relational, and 10% on formal, in reality, the breakdown looks substantially different with formal and relational methods accounting for more than half of time spent learning (McLean & Company, 2018 HR Trends Report N=502). Map out a learning path for first time managers. Seek out feedback from all levels of management when building a robust program that will be both effective and sustainable. Executive sponsorship of a first time manager program is key. Don’t leave it all to their direct manager, or even worse, to the new manager themselves. It takes a village to develop first time managers, so bring one together. Source: McLean & Company, Enable the Transition to Leadership for First Time Managers Clearly outline expectations and supporting resources in four key areas: Source: McLean & Company, Enable the Transition to Leadership for First Time Managers So how should HR tackle the development of first time managers?įirst, remember that what may seem obvious to HR, might not be obvious to a new manager. We found that often what challenged new managers was shifting their mindset from heads down, to heads up: McLean & Company’s own, much more robust research on the topic bore out these same themes. Moving from doing the work yourself, to getting work done through others – although many first time managers are working managers needing to juggle the original and new responsibilities.
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7 out of 10 UK organizations don’t train new managers (Scott, 2016).When our team at McLean & Company set out to examine how best to support HR in helping people make the transition to their first time people manager role, we came across a lot of research that reinforced this need for better support. That was, well, longer ago than I care to say… but things haven’t changed much for first time managers. I was equally fortunate that my new team was patient with me learning the ropes. I was fortunate to have a team of incredibly supportive leaders (Pam Rowlands and Judy Adams, I’m talking about you!) who I could rely on for coaching and mentoring.
Tips for first time manager how to#
There was no training and no formal development plan to help me learn how to manage others.
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It was intimidating! Sure, as a generalist I knew all about the vacation policy and how to fill out performance reviews, but being on the other side of the table as a people manager was an awakening. One day I was an HR generalist, and the next day four people reported to me. I was thinking recently about my very first job as a people manager. People are often promoted to management because they are doing well in their current job, but that doesn’t mean they’ll magically know how to be successful at leading people. Making the leap from individual contributor to people manager can be tough.