First time managers struggling at their newly gotten and well-deserved roles is an implied but often, unfortunately, unacknowledged plight. The learning curve may seem to be steep and with no horizon in sight for a first time manager. Transforming oneself from an individual competitive professional to a manager - who is to continue to be an expert additionally taking on the challenge of managing or possibly leading others - is one of the most dynamic stepstone a person may take up in the beginning of their C-Suite ladder. https://www.linkedin.com/posts/sylviaislam_managers-leadership-womeninleadership-activity-7053629195666534400-iSSX?utm_source=share&utm_medium=member_desktop

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First time managers struggling at their newly gotten and well-deserved roles is an implied but often, unfortunately,
unacknowledged plight.
The learning curve may seem to be steep and with no horizon in sight for a first time manager. Transforming oneself
from an individual competitive professional to a manager - who is to continue to be an expert additionally taking on
the challenge of managing or possibly leading others - is one of the most dynamic stepstone a person may take up
in the beginning of their C-Suite ladder.
Written by: Sylvia Islam
Queries and Opinions Welcome at: islamsylvia@gmail.com

2. Oftentimes, the first time managers are not equipped with training or explicit organisational support for the
promotion. The little to no experience of managing the push and pull from upper management to reporting
executives can make them feel quite helpless. The mid-level managers can often thus even be viewed as inflexible
and rather sycophantic. However, these new managers are definitely not trying to make anyone's life more difficult,
instead they are only attempting to shuffle deploying an efficient team, managing workloads and delegations,
simultaneously being on top of their own professional game!
Written by: Sylvia Islam
Queries and Opinions Welcome at: islamsylvia@gmail.com

3. The hope, however, is that navigating this learning curve being a first time manager does not have to be a lonely and
dissuading journey. HR along with a mentor (if applicable) can provide beneficial understanding and directing on
navigating the initial learning curve closely. This can also include explicit or shadow training. How the managers'
team and individual performances and contributions line up with the organisational goal and vision is also very
important inputs HR can equip them with.
First time managers have to be exposed to occasions to apply leadership in C-Suite committees and major project
based work etc. to enable the core leadership competency to build up. Although technical expertise is assumed to
be had, further emphasis can be given on building up and honing strategical analysis skill - to better give confidence
regarding the individual level performance. HR may act as the trustworthy partner for the managers to convey the
pulse of the organisation's power dynamics-setting the new managers up for success.
Written by: Sylvia Islam
Queries and Opinions Welcome at: islamsylvia@gmail.com