Supporting the transition to management: three key tips

One of the biggest ‘peeves’ that millennials often express when entering a workplace for the first time or being promoted into a management position is the lack of support provided. The term ‘sink or swim’ is used to describe what it’s like. And while some workplaces (and managers) sometimes like to use it with a touch of humor, or the phrase may get banded around the office as a joke, the reality is, it’s not funny.  

This type of approach doesn’t work. Not only because it’s harmful to a business, but because millennials, management or otherwise, are no longer willing to tolerate this type of culture.

Let’s look at the consequences to business. Unsupported or unskilled managers can’t do their jobs, which means teams under them suffer. Those being managed don’t receive the support they need, so getting the best out of them doesn’t happen. By default, performance drops and then in turn, morale: because who wants to be working for a manager who can’t manage?

For those millennials in management positions, it presents as complicated. On the one hand, you have the internal driver of millennials who are (and will) do all they can to swim – because they are committed to achieving, want to give their all and don’t want to fail. But in the wake of doing so, the cost to their wellbeing and mental health becomes an issue – which means one of two things. They sink – and unduly take on this sinking as a failure of them, internalizing this to nth degree. Or, they’ll jump ship before the sink happens – taking a firm stance that the lack of support and ‘toxic’ culture is not conducive to getting the best out of them. And in addition to that – something that workplaces may not realise – is the reputational damage. Millennials talk openly; and if your workplace has burnt them through the absence of support, then you’ll be pushed to get new talent in the door.

So, what’s the solution? Promoting someone doesn’t – and shouldn’t – mean a washing of the hands or a termination of support. For millennials, a promotional opportunity is a step towards new pathways of learning and development: it’s not an endpoint. Key to supporting millennials in management positions, and teams performing, requires three simple things.  

1. Support via structure. Make sure that systems and processes are in place to support managers. The last thing a workplace needs or wants, is for a new manager to have to step into a role and create basic structures that should have been there already. Not only is it wasted energy, but it detracts them from doing their actual role. The basics matter.  
2. Support via upskilling. Not everyone makes a good manager, which is why helping your managers understand what makes a good manager, including their own strengths and weaknesses, is important. Having them learn or train concurrent with the day to day of managing can provide a golden opportunity for hands on transference of learning, and valuable case studies.  
3. Support via mentoring. Making sure managers have someone to talk to – whether another senior manager or mentor – is key. Someone that can support them not just in the early stages of promotion, but ongoing through the management journey.    

To get the best out of people means offering a platform for support – and managers are no exception. Valuing and investing in your managers will make all the difference in how they show up, how teams perform and what type of workplace you become. And those workplaces who are smart, know this.