First-time manager? How to succeed after a promotion

Some see their career as a ladder. They progress by focusing on reaching the rung directly above. Others see it as being like a climbing wall. They move sideways to broaden their knowledge and expertise in a new area. Either way, the final destination is often the same. A more senior role, via a promotion.

Now, who doesn't dream of getting a promotion? It's a sign of:

• Growth and progression
• Increased status
• More responsibility
• More money and perks (though not always, be warned!)

However, the personal impact of a transition into a position with more responsibility is often overlooked. Most promotions are based on our past performance. We excelled in the role we've just vacated. So it's guaranteed we'll succeed at the next more elevated level, right?

But it's never that simple.

We often start our careers as individual contributors. We spend our time doing what we're good at. We're given a task. We're given a timeframe. We complete the task to the best of our ability. Rinse and repeat. We become skilled at what we do. We value the results our proficiency brings. We're technical experts. It feels good. Our competence as an individual contributor is recognised by the big cheeses. Finally, we get the promotion. New title. More status. Direct reports. Happy days.

We're now leading a team. Maybe just one other person. It feels strange. Managing other people's time, output and careers, not just our own. We stick with what we know best. We keep working in the way that got us the promotion. It's work we enjoy and value, after all. Our behaviours don't change, because change means risk. And risk means the potential of looking foolish to our bosses and team.

We often don't realise we're now responsible for getting work done through others, rather than on our own. So we demotivate our team by doing the work ourselves (because we do it best, don't we?), rather than delegating, coaching and empowering others. We remain mired in the day-to-day rather than getting our heads up to look at the bigger picture. We stay small and avoid starting to build relationships within and outside our organisation.

Ask yourself: Am I spending most of my time doing the work, or helping others succeed?

Ultimately, we fail. Our team fails.

The good news is it doesn't have to end like this. These moments of transition are when coaching can be most impactful in our career. It allows us to:

• Understand the sense of self-worth we gain from our work (which may explain why we struggle to let go and delegate).
• Notice the impact we are having on others during our transition.
• Recognise leadership behaviours that may no longer serve us and learn how to address them.
• Develop self-management and communication skills to influence others more effectively.
• Learn how to focus our time and energy more effectively.

Many organisations still fail to provide support for valued employees transitioning into their first role managing others. It's assumed they'll learn on the job.

The transition into management is one of the biggest career shifts many people will make. Like any new role, leadership is a skill that develops over time. Investing in your own development can make that transition smoother, helping both you and your team to thrive.