Defining Success as a New Manager

Becoming a manager is intimidating! Suzanne Currier has some questions that will help you overcome your fears, define your goals, and intentionally approach to your new challenge.

Becoming a people manager is a big career milestone. 

It may be something you dreamed of and worked towards. Or maybe you were nominated, voluntold, and now find yourself in a position you never thought you’d be in. Regardless of the circumstances, it’s a significant career jump. You have a new title, an enhanced role, and more responsibilities.

You are now important to the engagement and satisfaction of other people. You’re dinner table conversation. 

Perhaps you haven’t been trained for this role. Or maybe you’re wondering what the expectations are and what success looks like. It can be scary, intimidating, exciting, thrilling all at the same time.

Good news—you’re not alone. 

Millions have crossed this bridge before you. Every manager you know had to start somewhere. They had to have their very first people management experience. They survived and most thrived. You can too.

So where do you start?

There are innumerable resources to help you as you transition into your new role – books, articles, classes, tips, tools, mentors. You can find some of my recommended resources on my website.

Start with YOU.

Ultimately, you define your own success. That’s why I always recommend starting with yourself. You have an enormous amount of knowledge, experience, and wisdom that can help you successfully navigate this change.

I suggest taking time to define what kind of manager you want to be to start. From there, you can formulate a plan to help you get there. 

Here are a few questions that will help you define your success as a new manager:

• Think about great managers you’ve had. What did they do? How could you start doing those things?
• Think about the not-so-great managers you’ve had. What are some things they did that you’d like to avoid?
• What do you want your team to think and say about you? What actions can you take to ensure that these things become true?
• What do you need to be successful in your new role as a people manager? Any particular support, resources, training, mentors, etc.? How can you go about securing those things?
  
  

I encourage you to take a few minutes and explore these questions with yourself. Consider discussing them with a trusted friend, colleague, mentor or coach.

If you’d like to work together as you navigate your new role as a people manager, I’d be happy to. Drop me an email and let me know.