You were good at the work

When you were an individual contributor, you were responsible for your own work. As a manager, you are now responsible for the success of others. Start by making expectations clear and finding out what each person needs to produce exemplary work products.

Keith and I have helped many people transition into management and this guide can serve as your starting point.

Treat skills as the unit of management. Goals give your team direction; the skills people develop help them achieve those goals consistently. Define the skills their work requires, provide opportunities to practice, observe their work, and recognize mastery. Payam explains this approach in Skills are for People too.

Review a current assignment with a team member. Check how it contributes to organizational priorities, and ask where they need clearer instructions or support. Act on what they identify.

The Hero Trap is taking work back because you can finish it faster. You get an immediate result, which reinforces your behavior. Improvement from coaching others takes longer to observe. Before taking over, choose a part they can complete with your support and coach them.

Observe their work and give specific feedback, including when they do it well the first time. Recognize the careful work that prevents problems, as well as improvements after a correction: “You checked the dates against the source before sending this version.”