Navigating the Chaos: Three Essential Lessons for New Managers

I recently spoke to a newly minted manager who reached out for advice on how to be an effective leader. The conversation reminded me of when I first became an Engineering Manager of a small team.

My then-manager shared three crucial lessons with me that I still find to be the best compass in the middle of all the chaos that people management can be.

1. Earn Respect Through Outcomes

Your respect and influence as a manager are directly proportional to the outcomes you can deliver for your team members.

Yes, you are the manager, but you have to earn that title every day from your team. Are you able to provide your team with opportunities that create visibility for them? Are you able to fight for your team when it comes to promotions or recognition?

Many new managers get caught up in routine tasks like 1:1s and expectation setting, losing sight of their bigger responsibilities. Your role is not just to manage but to actively contribute to your team’s success. When your team sees that you’re committed to their growth and achievements, their respect for you will grow, and so will your influence.

2. Shield Your Team from Upward Pressure

The more you shield your team from the upward pressure of your management chain, the more productive they can be.

If you pull your team members into a VP escalation that shouldn’t be an escalation in the first place, you’ve squandered your team’s resources and damaged their trust in your ability to protect them from the whims of upper management.

This is arguably the most difficult part for young managers to get right. The key skill here is to let things cool down before you engage your team. It’s a delicate dance of managing expectations around what seems “urgent” versus what is actually urgent. By effectively filtering and managing upward pressure, you allow your team to focus on their work without unnecessary distractions.

3. Measure Your Leadership by the People Who Would Follow You Again

The best way to measure a leader is by how many people who have worked for them are willing to work for them again.

Most mediocre managers try to mask this by showing impact numbers in dollars or by delivering specific targets. While these numbers are important, they don’t fully capture the essence of effective leadership.

When hiring a manager, it’s crucial to check if they have a history of bringing good people with them. This is why, when a good manager leaves for a different company, you often see a trail of people following them. A good manager is a talent magnet, and their true legacy is seen in the loyalty and trust they inspire in their team members.

Conclusion

Being an effective manager is more than just fulfilling the basic requirements of the role. It’s about earning respect through delivering outcomes for your team, shielding your team from unnecessary pressures, and building a legacy of trust and loyalty. By focusing on these three principles, you can navigate the complexities of people management and become the kind of leader people want to follow.