Gone are the days when people were promoted to management solely because the boss “saw something” in them. Today, individual contributors are given ample opportunities to both build and flex their leadership capabilities, whether it’s through owning a project or helping teammates develop new skills. While today’s ICs are more prepared than ever to lead teams, that doesn’t mean the learning curve has been completely flattened.
It’s simply not possible to prep for every challenge that being a leader brings. For example, Kort Long, manager of consulting services at Quantum Metric, told Built In Colorado that stepping into management brought challenges with impostor syndrome. Long said this occurred despite receiving encouragement and support from leadership and the opportunity to lead projects on their journey to a management role.
Alli Croy, support manager at CompanyCam, was also encouraged by her company to take a leadership role. Once in that role, though, she said she struggled to forge her own unique identity as a leader. Croy also grappled with how to help her team reach its full potential by providing thoughtful dissent when needed.
Seizing on official and organic professional development opportunities is key in developing the skills needed to effectively lead teams. There are some things you can only learn on the job, though, from people who have been there before.
CompanyCam is a communication app for contractors — think plumbers, roofers and remodelers — that enables teams to capture, share and present job site photos.
Describe your growth journey from individual contributor to manager.
My journey was a bit circuitous, but I honestly think all of the stops along the way prepared me to be the best people leader possible. I was offered an opportunity to apply for a support manager role at a time when I didn’t know if I still was interested in being a people leader. The pitch was from a former coworker who made it clear they knew I was capable of doing the work and that they wouldn’t let me fail in a way I would struggle to recover from. This moment clarified for me the keys to professional growth are nurturing and candor in equal amounts.
Finding tools and resources that matched my personal ethos was an essential step in ramping up to my new role. I found great help in “Radical Candor” by Kim Scott. Having a respected person provide a framework for effective communication freed me from my own doubts that I was “doing it wrong.” Also, never underestimate sharing resources with the other members of your leadership team. You may not find the same value in every article or book, but you will always be capable of speaking the same language, an immeasurable help.
I think the biggest challenge is trying not to just become another version of your own boss or the leader you idealize in your organization.”
What is the biggest challenge of transitioning into management, and how are you overcoming that challenge?
I think the biggest challenge is trying not to just become another version of your own boss or the leader you idealize in your organization. It seems so tempting to look at someone who receives praise or the respect of others, know they are doing a good job and rely on emulating them as a shortcut to success, but you’re almost never hired to be someone other than yourself.
Teams don’t benefit from a lack of diversity of thought. You need to cooperate and collaborate, but by the time you’ve found yourself in a leadership position, the ability to thoughtfully dissent is a must. I also don’t think this is something that gets easier over time, so you need to reckon with it right away. It’s going to feel awkward and contentious. If you’re driven by the desire to do the best you can for your team you’ll never be wrong or look foolish, though. Use that notion to bolster your confidence!
What advice do you have for individual contributors who have recently been promoted to a management role or hope to be in the future?
The wording of this advice is stolen whole cloth from a TikTok creator, but I believe it with all of my heart: Do it scared. You’re only wasting your time if you’re waiting to be comfortable. You know the investment and effort you’ve put into your journey. It will absolutely take time to operate at full capacity as a new manager, but it is never too soon to speak up and contribute in any way you can.
Even when you hit a bump in the road, the experience will teach you something. You’ll make new connections with teammates and find ways that you can pitch in. When you make a mistake or need help, speak up. You may receive constructive criticism or have to put in work to make it right, but being willing to correct an issue will speak to your readiness for the role, not disprove it. Every time you do something new it will be a little less scary.
United Airlines, Lululemon and BMO are just a few of the companies that use Quantum Metric’s continuous product design platform to automate the discovery of site performance issues, errors and design impediments.
Describe your growth journey from individual contributor to manager.
Overall, my journey from individual contributor to manager has centered around the relationships I built with leadership and my peers. The culture at QM encourages individual contributors to share their experiences, propose potential improvements and ask questions. This environment allowed me to find answers when I needed them and to be the expert when I could.
I was challenged early in my time at QM to take ownership of projects and find opportunities to contribute to the overall success of the business consultant team. I was surrounded by incredibly supportive and uplifting leadership who saw potential in me. They provided me with the resources I needed to prepare for a role in management before I even considered applying. Additionally, starting the Pride ERG at QM fueled my confidence and ambition to transition into a leadership role.
Creating an inclusive and empowering environment helps everyone, including those in leadership roles, learn and grow as people and professionals.”
What is the biggest challenge of transitioning into management, and how are you overcoming that challenge?
First, the infamous imposter syndrome. For people new to a role or early in their careers, imposter syndrome prevents us from speaking up, making suggestions or simply performing to the best of our abilities. My antidotes for imposter syndrome are trust and grace. Trust yourself to make decisions in the best interest of your team. On the days when it is hard to trust yourself, trust the team and leaders who supported you on your way to your current role. We are all capable of beating ourselves up for mistakes. Extend yourself the same grace that you would extend to any member of your team.
Second, transitioning away from my individual contributor role. As a business consultant, I was fortunate to work with a wide range of customers with unique needs, learning styles and goals. I will miss collaborating with them and finding ways to help them meet their goals. Fortunately, I know I can have a wider impact by supporting and empowering a team of consultants.
What advice do you have for individual contributors who have recently been promoted to a management role or hope to be in the future?
Early in my career, a mentor told me that leadership cannot read your mind. If you have interest in any role, including management, tell your leadership and mentors. Giving them that information allows them to best support you on your professional journey. Additionally, find opportunities to take that extra step for your team and peers. Being a leader does not require a leadership title!
We should strive to lead with empathy and respect. There is a person behind every deliverable, email and presentation. When we lead with empathy and respect, we can create an environment where it is OK to make mistakes, ask for help or need additional guidance. Creating an inclusive and empowering environment helps everyone, including those in leadership roles, learn and grow as people and professionals.
