What Are the Common Mistakes of New Managers?

A recent article in the Harvard Business Review advises new managers not to feel the need to have “all the answers.” Instead, new managers are encouraged to facilitate a problem-solving process that can help their team orchestrate their own solutions.

“Great leadership is not about knowing — it’s about how you show up when you don’t know and moving forward through unfamiliar territory,” wrote the author Carole-Ann Penney, founder of Penney Leadership and a facilitator for Harvard Business Publishing’s corporate leadership development programs. “It’s about creating a plan for a project that’s never been done before, helping a team navigate change, envisioning a new approach, or even just putting one foot in front of the other when the unexpected hits.”

Greg Hull, managing director of retail and hospitality at Attensi, a specialist in game-based simulation training, in a Fast Company article noted that many new managers, particularly those promoted from entry-level positions, turn to solving problems themselves rather than delegating. They also often aren’t prepared to engage in difficult conversations, such as addressing poor performance or behavioral issues.

Beyond gamified simulations, he advises the use of storytelling and case studies, specialized workshops, and online training catalogs to get new managers up to speed. He wrote, “Traditional training methods, such as role-playing and classroom sessions, often lack the realism and repetition necessary for new managers to develop these skills. They also often cannot facilitate a psychologically safe environment to gain confidence — a critical factor for younger leaders.”

In a blog entry, Shayna Joubert, associate director of content for Northeastern University’s Enrollment Management team, promoted the value of finding a mentor. She wrote, “By learning from their mistakes, you can avoid making missteps yourself.”

Beth Banks Cohn, a leadership development coach and co-author of “Taking the Leap: Managing Your Career in Turbulent Times … and Beyond,” advises new managers to get to know their team, including their short- and long-term career aspirations.

“Tell them you want to help them achieve those goals,” Ms. Cohn told The New York Times. “That is key when you are a new manager — showing a real interest in each person and getting a clear sense of their goals.”

Peter Cappelli, management professor and director of Wharton’s Center for Human Resources, cautions new managers about maintaining boundaries and accepting that social relationships have to change.

“One way you might discover that is when you become a supervisor and you don’t get invited to happy hour anymore,” Cappelli told Knowledge at Wharton. “Happy hours with your coworkers generally involve complaining about your bosses. So if you are the manager and you get invited, you should go. But be prepared to buy the first drinks and then go home. They don’t want you there.”