Young manager at the turning point

19/12/2021

When we face managing a team for the first time, we are taking a sharp turn in our career. The emotions that mix are pride, satisfaction, and ambition. We are also afraid of failure, fear, shame, and the fact that others will see that we are failing. We do not immediately realize that now our role will often be to coach the team so that they achieve results, develop, be responsible and cna make decisions. This is a difficult time in which we must shed some limiting beliefs.

I HAVE TO MEET EVERYONE'S EXPECTATIONS

The middle management staff in organizations is heavily burdened not only by the expectations of others, but also setting very high standards for themselves. They try to satisfy their bosses, show their colleagues that they are strong, support subordinates in every climb up. The belief that I have to be a hero can lead to extended working hours, overburdened responsibility, frustration, and physical exhaustion.

I MUST HAVE EVERYTHING UNDER CONTROL

You do not need. By circling over the team like a helicopter, you deprive people of responsibility, autonomy, meaningful work. We often need control for our own safety, in order to rest easy, confident that I am in control. Sounds like treating your own fears. If you control everything, what are your subordinates responsible for?

I NEED TO KNOW ALL THE ANSWERS 

What if they had looked for them themselves? If only they could be taught to name reality, solve problems, look for solutions. Our role is not to guide, prompt, respond, or be on stand-by at any time. Our role is to ask good questions, develop the potential of others, open doors for them. If we do not give them this, we will take away their motivation and, in return, create irresponsible and demanding employees, waiting for us to solve their every problem.

I MUST BE PERFECT

The belief that I cannot let anyone down is like a refusal to fail. It's a simple way to cover up your own mistakes, which allows employees to hide their mistakes and sweep their failures under the rug. And we don't want this. Not only is our perfectionism tiring and limiting for them, but we will model this behavior in the team and deprive them of the freedom to create and innovate. By not consenting to failure, we kill motivation.