Thread
Through supporting and teaching thousands of design leaders, I see patterns.
Here are the 10 most common mistakes new managers make:
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Here are the 10 most common mistakes new managers make:
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1. Not addressing the transition.
Many new managers try to keep the same relationships after promotion. But the truth is, the dynamic has changed. Peers may be reports. Friends may be reports. Not acknowledging it means it often festers.
Many new managers try to keep the same relationships after promotion. But the truth is, the dynamic has changed. Peers may be reports. Friends may be reports. Not acknowledging it means it often festers.
2. Too much energy on the low performers.
Investing in low performers takes away time from investing in high performers, which almost always has a better outcome.
Investing in low performers takes away time from investing in high performers, which almost always has a better outcome.
3. Firing too slow.
Maybe they were your peers before, or you’re afraid to draw the line… but performance issues rarely resolve themselves, and can often have a ripple effect. Waiting comes at a big cost.
Maybe they were your peers before, or you’re afraid to draw the line… but performance issues rarely resolve themselves, and can often have a ripple effect. Waiting comes at a big cost.
4. Not managing up.
A lot of folks (regardless of role) wait for their manager to set expectations around comms and alignment. For new managers, this is a high cost decision. The result is often a lack of support and alignment.
A lot of folks (regardless of role) wait for their manager to set expectations around comms and alignment. For new managers, this is a high cost decision. The result is often a lack of support and alignment.
5. Not establishing critiques.
Likely related to concern around previous relationships, the fear of hurting others with one’s new authority over work often holds them back from setting up your most critical team practice.
Likely related to concern around previous relationships, the fear of hurting others with one’s new authority over work often holds them back from setting up your most critical team practice.
6. Not asking for feedback enough.
A promotion is a *new* job, you don’t have to know all the answers, you just have to know how to get them. Getting input on how it’s going will accelerate your learning (and build rapport with others).
A promotion is a *new* job, you don’t have to know all the answers, you just have to know how to get them. Getting input on how it’s going will accelerate your learning (and build rapport with others).
7. Waiting for the business to “get” design.
So many leaders/teams are waiting for the “seat” or permission for design to exist, instead of just doing the work of connecting the value to key business objectives. Don’t wait to show them the value.
So many leaders/teams are waiting for the “seat” or permission for design to exist, instead of just doing the work of connecting the value to key business objectives. Don’t wait to show them the value.
8. Not establishing what “good” looks like for the team.
The hardest part of being a manager is holding people to standards of craft and behaviors. If those standards aren’t communicated/documented clearly, your reviews are going to be extra messy.
The hardest part of being a manager is holding people to standards of craft and behaviors. If those standards aren’t communicated/documented clearly, your reviews are going to be extra messy.
9. Being overly responsive to needs.
It’s so easy to get caught up in the urgency and constant demand. But when we do, we lose sight of strategic needs including our own well-being.
It’s so easy to get caught up in the urgency and constant demand. But when we do, we lose sight of strategic needs including our own well-being.
10. Not investing in themselves.
Many managers try to figure it out on their own (I did), but it comes at a high cost. If you don’t have the support and guidance you need internally, seeking external support is huge ROI for any new manager.
Many managers try to figure it out on their own (I did), but it comes at a high cost. If you don’t have the support and guidance you need internally, seeking external support is huge ROI for any new manager.
If you’re a new creative manager, we @designdeptco are here for you. I created DD to fill the gaps I wish I’d had in my own journey.
I recommend starting with our workshop for new managers—Design Leadership Fundamentals.
But reach out if you have questions!
I recommend starting with our workshop for new managers—Design Leadership Fundamentals.
But reach out if you have questions!
