New Leadership Roles Can Feel Overwhelming, But You Can Overcome It
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The author is Zach Hughes, Technology Lead at CHS.
I often talk to leaders who are new to their roles. They aren’t new leaders, but for some reason, they’re in a new position, due to a reorganization, a promotion, or a job change. When I ask them how they’re doing, I usually hear answers like “busy” or “fine.” Occasionally, I get a very brave response: “I’m overwhelmed.”
I appreciate this response because it’s completely normal to feel this way in a new leadership role, but few are vulnerable enough to talk about it. In this article, I’ll explain why it’s normal and how to overcome this feeling.
Normal
Feeling overwhelmed is normal.
It doesn’t mean you’ve made a mistake. It doesn’t mean you’re unqualified. It doesn’t mean you’re a bad leader. It simply means you’re in a new role.
To illustrate, let’s make some comparisons between your new role and the leadership position you just left. Even though we don’t know each other, I bet the comparison below is at least 80% accurate:
Transitions to a new leadership role are difficult.
It’s completely normal to feel overwhelmed. Don’t let imposter syndrome take over.
There’s a difference between feeling overwhelmed and acting overwhelmed. It’s important that you recover for the sake of your team.
I don’t mean «fake it till you make it,» but rather that you build confidence. This requires emotional intelligence and optimism. It can be difficult for some, but as a leader, I know you can do it.
Now that we’ve normalized the feeling of being overwhelmed, let’s talk about what it takes to overcome it. This is temporary. You will get through it.
You’re no longer overwhelmed.
The first and most important thing you need is time. How much time? After about 90 days, you start to feel comfortable and able to adjust. After six months, you begin to feel like the new normal is settling in. After a year, you feel like you’re finding your rhythm and making tangible strategic progress.
You need time, but you also need to use it wisely.
Here are some ideas to help you make the most of it and accelerate your exit from the «overwhelm city.»
The first 90 days are all about discovery. Be curious as you begin to understand your new team, clients, and stakeholders.
Keep in mind that new leadership roles often bring old problems with them. After all, you were hired for a reason. Don’t be surprised if you experience a short interval in your «Mean Time Between Terrifying Discoveries.» Once this interval widens, you can rest assured that a new skeleton won’t emerge from every closet you open. It’s a good feeling. Expect to reach this point around day 90.
From day 90 to day 180, you should be able to establish some routines. You’re no longer meeting many people for the first time.
You can develop the rhythms of your new role. Schedule regular meetings. Gather the information you need to manage effectively. Deepen your relationships. You’re no longer trying to remember names, but rather building relationships and fostering trust.
From day 180 to day 365, you can begin to think strategically. Before this point, I think it’s too difficult. When you start a role, you only have your own previous experience.
That’s not enough to develop a strategy.
You need to learn the context and nuances of this new role and the new people around you. Some of your past experiences are relevant, and some aren’t. Some of your team’s current practices are good, and some aren’t. It takes time to figure this out.
365 days in a new position should be very different from the first or third day.
If you do things right, you’ll have everything under control. You should have established relationships that work well.
You should have a clearer vision of the future and a perspective on the next steps needed to advance your cause.
And that means you’re no longer overwhelmed. Congratulations! I knew you could do it.
You reached a leadership position, but now you’re losing your mind.
The following contribution comes from the website of Claire Seeber, a career and leadership coach, speaker, and trainer based in Perth, Australia, who works worldwide.
And she is the author.
Here’s how to maintain your confidence when you feel out of place!
You’ve made it. All your hard work has been recognized. The late nights, the extra work—it’s all paid off, and you’ve been promoted to a leadership position. Amazing! You can lead a team.
You can set the tone for your team and drive their goals. It’ll be fun, they said. It’ll be great, they said. You’ll be great, they said.
Then reality hits you. You’ve never managed people before.
In fact, you’re now managing people who were your colleagues last week. You used to complain about your boss at lunch; now you are that person.
Damn!
Will they talk about you behind your back, too? Will they think you’re incapable or that you shouldn’t have been promoted? Are you even capable? Oh my God, people will realize I can’t handle this! I can’t do this! (insert minor meltdown…) These are some of the thoughts I often hear people go through when they first start leading a team.
HELLO Impostor Syndrome, it’s great to see you again!
Welcome to the club of women (and some men!) who experience it daily. Impostor Syndrome can manifest in many ways and on many different occasions; it’s a «to each their own» syndrome.
Have you ever had that overwhelming feeling of insecurity, that sense that everyone around you is questioning your ability or your worth? That, my friend, is the ever-annoying Impostor Syndrome in action.
I used to be terrible at this and was the very embodiment of what Impostor Syndrome represents. And then, one day,
I realized something. No one told me I couldn’t do something or that I wasn’t capable.
In fact, quite the opposite. It was all in my head. I was telling myself I wasn’t capable.
Are you reading this and wondering if imposter syndrome has taken hold of you?
Here’s what imposter syndrome might feel like:
Being completely certain that you’re going to fail at almost everything you try;
Devaluing or belittling your experience or knowledge in front of others because someone else might seem more confident, experienced, older, or wiser than you;
Feeling like a fraud and that someone is going to find out your lack of ability; or
Being certain that someone else’s leadership style, ability, and confidence are better than yours.
A promotion is a big deal, so first and foremost, well done! Moving from a role as an individual contributor, where you’re in control of your own results, to a role where you help a team succeed is a significant change and can be overwhelming. But don’t panic: here are some things to consider during your transition to a leadership role:
Accept that there isn’t just one «great» leadership style and STOP comparing yourself to others: YOU are great too.
Prepare to feel a little awkward at first: transitioning to a new role, and even more so to a leadership position, is always a bit uncomfortable. People get used to things being a certain way, and when they change, it can be challenging for some at first. Accept this. It’s not a reflection of your ability; it’s simply the process of change.
Recognize that you had to play a part in your current success; it’s not all down to luck or any other nonsense you’ve been telling yourself. You were promoted because they saw something in you; now stop thinking about yourself and prove them right!
Ask your team what they look for in a good leader.
This will not only show them you care, but it will also give you a clear idea of the support they seek from you.
Acknowledge it: When you feel self-doubt or that you’re not doing a good job in your new role, call it Imposter Syndrome. Once you’ve acknowledged it, it will almost be easier to accept. Now that you’ve accepted it, get rid of the self-critical thoughts and move on!
Find a supportive partner.
Whether you have someone in your life you can do this with, or you need to consider finding a coach or mentor, find someone who can help you recognize these feelings and implement the necessary actions (in addition to those mentioned above) to overcome them. Taking on a leadership role can be scary, a little uncomfortable (especially when you’re now managing people you were previously hierarchically equal to), and you start to feel like your days have a very different meaning and purpose. Don’t panic. This isn’t a reflection of you or your abilities; it’s simply the discomfort of transitioning to a new role. Have confidence. Be brave and believe that you were given this opportunity because YOU CAN do it.
If, despite following the advice above, you’re still experiencing imposter syndrome, perhaps it’s time to invest in yourself to learn how to manage it. I can help.
I help women overcome their own obstacles. I help you deal with overthinking, imposter syndrome, and self-doubt—everything that prevents you from being a confident and empowered woman in your work and life.
With love,
Claire Seeber Signature
Career and Leadership Coach and Consultant
Working in person, online, and on stage with you and your teams
First-Time Team Leader – Feeling Lost
The following contribution comes from the Manager Tools portal, which defines itself as follows: it was created to meet a need: the need for better managers and leaders in the world! Managers rarely receive practical guidance on how to achieve success and what they can do to be effective leaders. Too often, when they do receive guidance, it is misguided or impractical. At Manager Tools, we believe in behavior and collect data so you can learn how to engage in activities that have proven to increase results and retention.
These are opinions on the situation of leaders facing teams for the first time.
I have a team of six people and was recently promoted to team leader with the understanding that I was being transferred to manager. Our company has undergone significant changes lately, and this was unexpected for everyone (at least for the time being).
One member of my team is actively looking for a new job, acts as if she has already switched off, and doesn’t even speak to me in the staff meetings I lead; she answers my questions by looking at and talking to the manager.
She complained to management because they didn’t apply for my position.
Another member of my team told me in a private conversation that they like me, but don’t want to work with me. I’m young; he’s been here longer and is older than me, and I understand his feelings and reasons. I feel a bit lost and don’t know how to move my team forward. I’ve started using feedback, mostly positive, but I’m not yet in a position to really implement one-on-one sessions and coaching.
My manager is a great mentor overall, but I’m hoping for some advice. I’m completely new to this and am doing my best to maintain trust and do a good job so my team will support and trust me. Is there anything else I can do?
Submitted by Dawne Tiller on Friday, April 10, 2015 at 10:36 AM
Submitted by adacosta83 on Saturday, April 11, 2015 at 4:13 AM
I was in the same situation as you. I assure you this will improve, but it will require effort. I think you’ll find the answers in the Manager Tools podcasts. A few suggestions:
What you’re aiming for is to build a better relationship with your managers. You can achieve this by communicating with them regularly. Listen to the Manager Tools podcast titled «One-on-One Part 1,» published in July 2005. As Dtiller says, starting with O3 is the best decision any manager can make, and not many managers are doing it. At first, it will feel strange, but that will quickly fade, and it will become a cornerstone of your success.
One more thing to consider: If your subordinates ignore you or tell you directly that they don’t want to work with you, they are simply being rude, unfriendly, unprofessional, and damaging team morale. This kind of behavior is also disrespectful to the manager and the organization that made the decision to promote you. Neither you nor I would dare speak to or treat our new boss the same way. The good news is that you have decision-making power, even though your subordinates try to undermine your authority. Thanks to your authority as «boss,» you have the power to stop that behavior through feedback.
Honestly, if that person continues to ignore you in team meetings after two instances of verbal feedback, I would put them on disciplinary action.
Ignoring Your Boss
How can someone expect to be hired outside the organization, or even promoted within, if they exhibit harmful behaviors like ignoring their new boss? It took me almost a year to feel comfortable in my new role, but the resources on this website and my boss’s support were instrumental in that transition. Prepare yourself and focus on the long-term benefits. You can do it.
Let us know how it goes.
Submitted by Lance Emerson on Tuesday, April 14, 2015 at 1:27 PM
«I’m completely new to this.»
«I’m completely new to this and I’m doing my best to maintain trust and do a good job so my team will support and trust me. Is there anything else I can do?»
Your team won’t support or trust you unless they respect you.
There’s a podcast about assertiveness. It’s not the same as aggressiveness. You mentioned that you’re trying your best to maintain trust. From your description, it sounds like you’re projecting a timid attitude. If you’re on the verge of losing trust, you can be eaten alive.
Reading between the lines, it sounds like you’re questioning yourself. If you truly have authority over these people, they need to know that you expect their cooperation and that there must be consequences if they don’t comply. If you truly don’t have authority, you can’t expect them to obey you. Unfortunately, sometimes executives give an employee a title that’s little more than a badge of honor, and that creates confusion among everyone regarding the shift in power.
I suggest you talk to your manager. He Or she’ll understand your problem. You need to know for sure how much authority you have and how much support you have to deal with these issues. If an employee came to me… If someone said, «I like you, but I don’t want to work for you,» I would reply, «That’s a shame. Good luck in your new job, whatever it is.» If management is willing to back you up, you can take firm steps to stop the disrespect. If they’re more hesitant, like, «Oh, it’s just Suzie, don’t take it personally,» you have no choice but to listen carefully, try to communicate effectively, and hope the manager position comes soon.
The Leader’s Loneliness (and What You Can Do About It)
The following contribution comes from the Strengthscope website, which defines itself as follows: a strengths development organization that promotes positive psychology in workplaces worldwide. We help individuals, teams, and leaders discover their unique strengths in a practical and memorable way. The result is a more diverse, engaged, productive, and agile workforce. We foster a more re
