17 Lessons Most First Time Managers Make the Hard Way

17 Lessons Most First Time Managers Make the Hard Way
Relying on the Same Skills that Got You Promoted
Trying to be the “Cool Boss”
Trying to be the “Mean Boss”
It’s easy to assume that the skills that made you a good salesperson will make you a good sales manager.
Remember, your number one job is to have your team’s back and to set them up for success.
If you focus on being there for your team and giving them the guidance and support they need, they will perform better – the wins will start rolling in.
It’s become a bit of a cliche, but micro-managing is an all-too-common pitfall for many managers – especially first timers.
Playing the Hero
Not Establishing Crystal Clear Objectives
On top of being a better way to get buy-in, guiding your team instead of telling them helps support their development.
Example 1: Improve inbound marketing.
Example 2: Increase qualified inbound leads by 30% and generate 15% more revenue.
Saying “I” Instead of “We”
Credit should always be shared.
Good managers know that team success and individual success are one and the same.
Not Empowering Your Direct Reports
Getting Too High and Too Low Emotionally
Trying to Manage Too Many People
Neglecting Their Own Emotional State
The best thing to do is to empower your direct reports by having them draft their own goals and set their own meeting agendas.
Business is a marathon, not a sprint.
Taking Credit for Themselves
Making Excuses for People
Confusing “Fairness” with “Equality”
Focusing on the Wrong Success Metrics
Your Team Should Be Just as Strong Without You
Not Learning from Your Team
According to SnackNation CEO Sean Kelly, “As a rule, sales managers shouldn’t have more than 8-12 people under them no matter how much management experience they have.”
One mistake that management rookies make is not being in tune with – or taking care of – their own emotions.
If you crave recognition, leadership might not be for you.
There’s no denying that as a manager, you’re invested in your team’s success.
Your primary job is to support your team, but that relationship isn’t totally unconditional.
While certainly important, the best metric of success is actually the growth of your team.
Ask yourself, at what point is your team able to succeed without you? The best leaders make themselves obsolete.
The fact is, the people you’re managing know more about the ins and outs of their job than you do.