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60% of new managers fail within 2 years! They’re often set-up to fail. And it has a huge impact! Teams working for a bad manager perform 15% worse than those who report to a high-performing manager. In other words, on a team of 8 engineers, a bad manager costs you 1.2 full time engineers! And it doesn’t stop there, the engineers on that team are 20% more likely to leave. So how and why do we set new managers up to fail? We set them up to fail when we don’t prepare them for the shift from high performer to delivering through others. They are often unprepared for the change, misunderstand the demands of the role and lack the skill and flexibility to adapt to it. In other words, the skills that allowed them to excel as an individual contributor are different to those they need as a leader. Which often means they’ve not been exposed to the skills they now need or had the opportunity to observe them done well. Providing the custom development opportunities that a new manager needs to build and practise those skills is also a huge challenge for the manager they report to. They no doubt want to develop their new managers, but don’t have the time to create customised coaching plans and practice opportunities for them. Fortunately there is an excellent new option, Skiller Whale’s Power Skills coaching, which provides a customised coaching plan for each member of staff. During the program they receive a 60-90 minute coaching session every fortnight. These small group sessions are led by an expert coach, who helps learners work through exercises to apply their new skills. I’ve been coaching the Power Skills material for several weeks now and I’m really impressed with it. I particularly like that it’s focused on leading and managing engineers rather than being generic management training. I wish it had been available when I first transitioned into a leadership role - I’d have avoided several costly and embarrassing mistakes. If you want to level up your new managers and leaders Skiller Whale are currently offering a free assessment of your team and 40% off the first two sessions that your team takes to help reduce the risk as you look for proof of value. You can contact Skiller Whale for more details here: https://lnkd.in/ePNNqH7k
Ramon Gutierrez
1mo
I got to agree, many organizations are setting up new managers for failure. Management is a skill, much like anything else and needs to be trained, taught, practiced, etc. Here's the thing though, leaders drive vision. Managers drive resources. Leaders take accountability and ownership of something, be it the overarching goal of an enterprise or the delivery of a specific feature. As a manager, I'm handling administrative tasks to get my team(s) resources. Be it time, budget, professional development, etc. Leader != Manager inherently. Though the best managers are leaders. The best ICs are leaders too.
James Murphy
1mo
60% of new managers fail? Is that true? Have any statistics to back that up and which ways they failed John Crickett ? Really interested to see some of the data / reasoning if there’s a paper behind it!
Software Development Consultant and Professor of Computer Science | Writing About Mentoring, Communication Skills and Coding Habits | Helping Software Developers and Tech Leads Level UP!
1moJohn Crickett indeed managing and leading others are skills that are not taught when studying for any software engineering degree or certification. My question is why do people who excel at being developers become promoted to team leaders without any training? Why do we assume that if one is a skilled developer then they must also be a skilled manager and leader?