The Transition

We learn so much from our coaching clients, like what they really want, what concerns them and what holds them back. Over the years, our experience has revealed a common theme—that transitioning from staff performer to project manager is one of the most under-appreciated shifts in a career. Unfortunately, firm leaders often neglect equipping managers for success, which negatively impacts the manager, staff, clients, and the firm as a whole.

The Situation

At the entry level, the primary goal of professionals is reliable performance. It is crucial to develop the work habits and traits necessary for excellence. What worked as a student is often insufficient in a professional setting. In fact, many firms now implement extended onboarding programs to guide their young professionals into a successful career. And the results are telling.

The Shift

As staff are promoted to managers, the emphasis shifts from personal performance to overseeing projects, ensuring high-quality work that is timely and within budget. This transition is frequently underestimated. It is much more complex than simply promoting someone to a title. Too often, firm leaders allow managers to continue as individual performers, rather than equipping them for their broader role.

Many firms lack a formal manager orientation, assuming that newly promoted managers inherently know what to do. Managers may receive a list of tasks and are told what they should do: delegate more, train your staff, be available for questions, communicate with partners, ensure that client information is obtained. Oh, and meet your charge hour goals. However, without proper guidance, managers struggle to meet these expectations, leading them to frustration and overwhelm. Hoping they will figure it out is not supportive leadership.

It’s no wonder that managers duck back into the known and safe role of being an individual performer. But the result is that projects bottleneck at the last minute, staff are frustrated because their manager is unavailable and partners have only a vague idea how projects are progressing through the system. And clients will just have to wait.

Success

Successful managers excel in four primary areas. In addition to completing their own work, they must ensure staff performance, enlist client cooperation, and track the work to deliver high-quality, on-time, and on-budget projects. This is the essence of the manager’s role.

Support

As a firm leader, consider how you are equipping your managers to succeed in all four areas. Do you leave them alone to figure it out for themselves? Are they merely given a list of duties and then expected to perform? Do you provide any training or mentoring? Are they held accountable for managing high-quality projects? Effective performance won’t happen by chance—it requires intentional support and development.

Leaders must assume the responsibility to set up their managers for success.  There are all kinds of resources and support available. If you believe your managers would benefit from being better equipped to perform, contact us to discuss your situation. We may be able to help.