Debunk new manager doubts: Help build confidence

- A manager, even a seasoned one, might be feeling imposter syndrome when stepping into a new role at first. Imposter syndrome is totally normal and way more common than you would think. In fact, I propose we drop the word syndrome altogether. It's a vague sense that perhaps you don't belong, that maybe you've only succeeded due to luck. You might even have a nagging fear that you'll be exposed as a fraud when others find out you don't belong. With the additional responsibilities on top of navigating company culture and changing team dynamics, self-doubts might start creeping in for your new manager. We've all been there. How can somebody who's early in their career, especially in comparison to the rest of their team, step into a new manager role and give effective guidance? I remember getting pushback from some of my peers when I was promoted to team lead even though I was younger than all of them. They were understandably a bit disappointed when I first became their manager, thinking what can you possibly teach me? What can I learn from you? On the other hand, I had been going through coach training through CTI on nights and weekends. So I leaned on my passion for helping each person grow and connect to the work that they love most. Although it's true that I didn't have decades of work experience that another manager might have, I was able to build trust by deeply listening to the needs and goals of every single team member, and then advocating for them at leadership meetings. When you're onboarding a new manager, it is just as important to help them navigate the emotional and cultural dynamics as it is the more tactical and task-oriented responsibilities. Some other doubts or myths that new managers might experience include feeling like they need to have all the answers, feeling that they need to be better skilled at their craft than each of their direct reports, perhaps feeling too young or not having enough experience in leading others. Maybe they have a fear that no one is going to listen to them, or a fear that if they don't do the work itself it's not going to get done right. With all of these, lead with vulnerability and share your own stories about transitioning into this role, helping your new manager reflect on their strengths and build confidence while still allowing for the inevitable rollercoaster of emotions. Be transparent about some of your own biggest mistakes and learnings, and maybe what you still feel vulnerable about, modeling that there's no there there, or state of perfection where we have it all figured out. Managing in particular is a role where they will learn by doing, even if they make mistakes along the way.