Just do it? 5 mistakes inexperienced managers make

The first leadership role is not only exciting, it is also challenging. Anyone who has already taken on this challenge at work knows about it. So does Katrin Grunwald. The Munich native is not only a manager herself, she also advises them. Above all, people who are taking on their first leadership role contact Grunwald to learn what it means to suddenly lead a team.

The fact that the career step from employee to manager should be well prepared, made in a Stepstone study even eight out of ten respondents who, in retrospect, would have considered managerial training to be necessary. So: You can just stumble into the new task, but sooner or later it will usually go wrong. We asked Katrin Grunwald what common mistakes inexperienced bosses make right at the beginning – and how it can be improved.

According to Katrin Grunwald, “just do it” is often a good strategy at work, but when you start out in your first management role, it can quickly backfire. “It makes a lot of sense to think about yourself before you start: Which managers have I had so far? What values ​​did they represent? What would I like to do or what not at all?” says the management trainer.

These thoughts drive a new boss to decide what is important to them when dealing with the team and how they want their employees to perceive them in their leadership role. “Self-reflection is the first step.”

A quick “hello” and now let’s quickly get back to work? Introducing yourself like this is an absolute no-go, says Katrin Grunwald. “The team is curious and the more a manager shares with the employees, the more everyone gets to know each other and builds trust.” Managers should communicate what is important for cooperation or which values ​​are reflected in their leadership behavior.

They should also take the time to socialize with each team member to better understand what they’re working on, as well as what they enjoy about their work. “It’s a big investment of time in the beginning, but it will certainly pay off!”

Katrin Grunwald knows that what motivates you does not necessarily apply to other people. “Just because a boss enjoyed having a lot of freedom as a specialist doesn’t mean that the new team thinks the same way,” says the management trainer. “Perhaps there are also team members who need a somewhat clearer structure.” The question of how it best suits the team is important.

A manager also expects a team to be able to deliver good performance and results. But the right environment must also be created for this, according to the expert. This starts with the motivation and continues to the choice of the preferred communication channels.

Katrin Grunwald has a tip that both new and experienced bosses should always follow: “Honesty, if there is a gap in your knowledge somewhere, and don’t be afraid to ask the team members who are in the situation can help.” Even as a manager, you are still a human being, according to the managerial trainer.

“The more honest, vulnerable and ultimately human you are and make it clear that this is your first leadership role, the more trust you will have from your team.” Pretending to already know everything when you don’t, quickly creates a toxic one climate of distrust.

In many cases, one of the reasons why a new executive is offered their new role is because management wants the changes they need to make. This is also the reason why bosses take up the challenge – they want to make a difference. “However, that happens above all when the team is taken along,” says Katrin Grunwald.

“It’s important not to turn everything upside down and change from day one, but first to understand why things were done a certain way.” By honestly appreciating the effort in the past, it is often easier to convince the team again.