Do you know what happens when you go from being an individual contributor to starting to manage people?

…you quickly realize that managing people differs dramatically from doing things yourself.

People often become managers because they excel at a particular skill and activity. They then start to manage, only to realize that the tools they have used so far are ineffective in helping them become effective managers.

I believe we do far too little to help managers become genuinely effective. Research suggests managers often manage for a decade (yes – 10 years) before getting formal training…

This is not to say that individual success cannot translate into excellent management—but it takes a lot of self-awareness and determination to become good at it.

Here are four things that managers can focus on and nurture to meet the expectations outlined in the graphic:

– Empathy and Emotional Intelligence – Understand and address employees’ needs, fostering a supportive and motivating work environment.

– Delegation and Trust – Empower team members by assigning responsibilities, giving them autonomy, and trusting them to deliver results.

– Effective Communication – Convey goals, expectations, and feedback while actively listening to team members’ ideas and concerns.

– Continuous Learning – Seek feedback, learn from experiences, and stay updated on industry trends to improve management skills consistently.

What do you think people want from their managers to thrive?

Jakob