Just got a promotion, will be managing a team of 10. Advise welcome!

[MooseAndSquirrelLoveFlannel]

I'm really excited to have achieved this promotion, as I've worked so hard to get here and I know I have the skills etc.

But also, is it normal to feel a bit of imposter syndrome? My new role doesn't start for a couple of months yet, but I'd love any advice on managing a team and going from peer to manager.

My team will be spread nationwide as well, so I'll have a lot of travelling too. Whilst we can and will do a lot on Teams I want to be a present manager so intend to make sure I'm regularly visiting the other locations.

When does imposter syndrome go?

Congratulations! You wouldn't have got it if they didn't think you could do it. Lean in (hate the phrase!) on your support line. You'll be able to do it.

I have just done similar but slightly smaller team and also have imposter syndrome!

We have an in house online training system so spoke to HR and am doing a recommended course on there on leadership.

I have also spoken to a female senior manager who is going to mentor me - that was viewed as a really positive thing to do.

I think the thing that came out for me from my organisation in the interview process was - you don't have to know everything yourself. Speak to people and talk stuff through.

That's good! I have been given a mentor, which should help.

I've been desperate for this opportunity, and my colleagues are all supportive and been saying I should apply for the role. But there will be a handful who are likely to be annoyed I have started at the company way below their rank, and built myself up to now being "ahead". How do I navigate that?

I just want to get started, but have to do 8 weeks notice in my current role. I'm generally a confident person, no problem talking in front of groups of people so that should help.

It just all feels a bit...unreal I think at the moment..

Thank you, I'll definitely have some learning but my boss acknowledged that and said he will help me, but he's also a hard task master and expects results. Which makes me a little nervous, not because I don't think I can achieve goals but will mine line up with his well enough whilst I find my feet..

Leadership needs to be authentic - you need to walk the walk as well as talk the talk. You need to really understand what your team does; ensure you, and they, know where they fit in the "big picture" or organisational aims, culture, targets for the year.

Your team needs to feel you've got their back. Escalate their problems up and filter high level messages down. Take time to get to know your team members. Start with little one to one chats, move onto reviewing objectives.

Appreciate that people have lives out of work. When I left my last team leader post, one of my team members said "it's been so nice being managed by someone juggling the same balls as me".

For a dispersed team, how about a weekly team "coffee and connect" virtual chat. Not necessarily work focused, more social?

And draw on the support and experience of other TLs in your department. Take all training opportunities. Ask for feedback from your team and your manager.

*advice

I'm not saying that to be a dick, and I get that this isn't work, but be careful with communication.

If remote the first impression is likely to be in writing.

Thank you for this, it's really helpful.

I was so lucky that my old manager understood the issues in life and always made it clear that family comes first. I fully intend to be the same and I'm still great friends with her and she mentors me even though we now work in different companies.

I'll set up a weekly team meeting on Teams, and I'm going to push for a service wide meeting once a month as I think it's important that the service feels as one, and not just the smaller teams within in. (There are 4 teams within the service, all with slightly different specialisms but all the same "role" if that makes sense).

I'm going to speak to my boss and get a 30/60/90 plan from them, so I know what they're looking for. That way I can plan ahead as well.

I'm recruiting a whole new team, so I can make sure I'm chosing the best people for the job and not just inheriting old staff.

I only manage a few people but I’ve tried to form some of my management style around what I haven’t liked from other managers. So I agree they need to know you are on their side, and if there are issues, you deal with them constructively and fairly and help people improve. I try and have fortnightly check ins about their work, but also try to remember things about their life and ask - holidays, birthdays, parents visiting from abroad etc. I don’t need to be their friend but I want them to feel they can come to me with problems if they need to. And I try to treat them like adults - if the work is good, I hate getting caught up on presenteism.

Wish there were a ‘like’ button for this.

People say spelling, punctuation and grammar don’t matter but they do. First impressions (and last, as well as everything inbetween) DO matter. Fool if you think otherwise.

Few other suggestions but don't micromanage. Staff need to feel you trust them to get on with the job.

Treat everyone fairly and be consistent. Don't get drawn in to tittle tattle and gossip or talk about other members of the team.

Get stuck in and get your hands dirty. I used to manage a help desk team and would jump on the desk when busy.

Deal with any issues as they crop up. Don't let things fester or store them up for PR time and if you do have to give someone a talking to don't do it in front of others.

And just be kind!

In staff disputes Never forget there is two sides to a story. Get the whole picture. Try not to have favourites and be wary of staff being over friendly to try and manipulate you into seeing/ doing things their way . Remember you are in charge . Be firm but fair but always keep a little distance, don't get over involved.

Congratulations.

Please do as much as you can to avoid your team waiting for decisions.

One thing I think so many new managers miss is to actually consider your team members’ CVs. What is their work history? Ask them about their motivations for their role/career. I have had a couple of managers in recent years who have just assumed my work history and experience and have been very wrong.

Also if the team is remote then a weekly online coffee is vital in my view.

As this is an internal post I would also make sure to not be seen to play any favourites with people who may have been peers. You need to separate yourself from them now and lead the team as a whole. I personally don’t think you can ever be friends with people you manage.

I would treat this as a fresh start-develop a new culture, don’t just keep the old one ticking over.

@SethBrogan this thread is 2 years old.

Good Lord why did it come up in Active for me?! Weird.