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Therefore, it is critical for any organization to create the right learning path for individuals to make this journey smooth. The powerful output of this is also, earning team members’ respect and trust and a positive team culture, navigating through problem situations, and making the right decisions etc.Īs these capabilities build up with experience and knowledge, it creates a leader. Thereafter developing the skills to manage and deliver on those stakeholder expectations and specially those of the team members, when done well, enhances the productivity, engagement, and energy of each team membe r. Understanding that the FTM and future managerial roles necessitate managing multiple stakeholders and their expectations is the core part of these roles, is the most significant shift that is needed.

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Through this experience and empirical research, InspireOne has developed and deployed a framework, development processes, and ecosystem drivers that smoothen and facilitate the transition of an Individual Contributor (IC) to First Time Manager (FTM) role. Sustained efforts by the organisations enabled a higher percentage of FTMs to be successful in their roles and in a shorter time. That is a worrying statistic and number and a drain on the company’s resources and productivity.įor over 2 decades now InspireOne has partnered with organisations, to help them manage this transition effectively and to reduce the time to be productive for the First Time Managers.

Going through this ebb and flow of change, a transitioning manager usually takes about 18 months to settle and start being productive in the new role.Ī Gartner surveys indicate that, 49% of people promoted within their own companies underperform up to 18 months after those moves, and McKinsey reports that 27% to 46% of executives who transition are regarded as failures or disappointments two years later. The usual flow of change as Kubler Ross described it, follows the stages of denial, resistance, commitment, and exploration. If the FTM is not supported and developed to deal with these, the transition can be arduous, long, and ineffective in most cases.

The transition requires change at various levels, the emotional response to the uncertainty of “what lies ahead for me in this new role, how will I develop for it, how will I manage my goals, role and time as a as a manager”.

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Being a First Time Manager, is the first step for any professional into the role of a manager.Īny change is highly disrupting, and so it is for a new/first time manager.

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