Bob, a talented individual contributor, has recently been promoted to his first people manager role. As he takes the reins of his new team, he grapples with a familiar dilemma: earning trust and credibility by demonstrating technical proficiency while empowering his team to take ownership and focusing on business strategy and talent management. Should Bob roll up his sleeves and act like a senior individual contributor (IC), or should he focus entirely on managing the team?
This challenge is neither uncommon nor unique to new managers. Throughout a decade of managing teams across different organizations—navigating team inheritances, reorgs, upsizing, and downsizing—I have faced this very dilemma myself. I’ve also witnessed countless managers I’ve coached, managed, or mentored wrestle with the same complexity. In this article, I use Bob’s case to highlight the intricacies of people management and to argue for clearly differentiating the role of a manager (focused on business and people leadership) from that of ICs (focused on subject matter expertise and execution).
BOB'S CASE
FACTS:
Bob is stepping into a managerial role overseeing a team whose tasks are similar to those of his previous team, where he was a senior IC. However, the new role requires ramping up to understand slightly different expectations, processes, and products.
His team has recently undergone a reorganization, which may have impacted dynamics, reporting structures, and goals, adding complexity to his transition.
The team consists of two senior and four junior ICs, a diverse mix of experience levels that requires Bob to adapt his leadership style to support and develop each member effectively.
Performance across the team varies, necessitating individual assessments, tailored support, and strategies to uplift overall performance.
A new organizational leader has joined, bringing potential changes in expectations and strategy. Bob must align his team’s efforts with this new vision while ensuring continuity and stability.
Operating in a fast-paced, competitive industry, Bob’s team faces pressure to innovate and stay ahead of trends. He must guide them through this landscape while maintaining high-quality results.
The departure of the team’s most senior member has created a gap in expertise and leadership, placing additional responsibility on Bob to bridge the void.
The team’s previous manager was highly respected and beloved, leaving Bob with the challenge of stepping into those shoes while establishing his unique leadership style and earning the team’s trust.
As Bob navigates these waters, several questions weigh on his mind:
Will the team respect him more if he immerses himself in day-to-day work, or would that seem like micromanagement?
What might he sacrifice by investing time in executional tasks? Are there higher-value activities he should prioritize?
Would focusing on strategy and team growth be more beneficial than staying in the trenches, or could it create blind spots?
What do his superiors expect: strategy and people development, or hands-on involvement?
Where will he find more fulfillment: in being a strategic leader or staying hands-on as he loved in his IC days?
How can he balance involvement in team tasks with managerial responsibilities?
How can he avoid burnout if he tries to do it all?
THE DILEMMA
Organizations have diverse expectations for people managers, often requiring a balance between executional expertise and leadership. Some prioritize technical proficiency, while others emphasize team development and strategic focus.
WHY HANDS-ON EXECUTION MIGHT BE TEMPTING
Leading by Example: Managers demonstrate their expectations through action, showing their team they understand the work.
Maintaining Technical Proficiency: Staying involved keeps managers informed about industry trends and challenges.
Building Trust: Actively contributing helps foster credibility and trust among team members.
THE CASE FOR HANDS-OFF MANAGEMENT
Delegation and Empowerment: Effective managers delegate, empowering ICs to own their work and avoid duplicated responsibilities.
Leveraging Team Expertise: Delegating tasks taps into the team’s collective strengths, reducing manager burnout.
Organizational Alignment: Managers align team efforts with broader business goals, maximizing impact.
Effective Communication: Clear communication and feedback ensure progress without over-involvement.
Career Advancement: Providing growth opportunities helps team members progress while freeing up the manager’s bandwidth.
Focus and Bandwidth: Managers must dedicate their time to strategy and team development, not IC-level execution.
BACK TO BOB… 1 YEAR LATER
Bob learned to navigate the balance between managing and executing. He aligned with his manager to clarify expectations and decided to step away from IC responsibilities, focusing instead on coaching and guiding his team. While staying informed through regular updates and occasional shadowing, he empowered his team to excel as subject matter experts.
Transparent communication became key. Initially insecure about not being a day-to-day expert, Bob embraced his role as a facilitator, empowering his team while removing blockers. By aligning with organizational leadership and involving his team in strategic discussions, he fostered ownership and collaboration.
Bob tailored his approach to his team’s diverse needs, providing growth opportunities for senior members and support for junior ones. Through consistent feedback and resources, he uplifted underperformers and created stretch opportunities for top performers.
SO WHAT?
The temptation to stay hands-on is strong for new managers, especially former ICs. However, effective leadership requires stepping back, empowering the team, and focusing on business strategy and talent development. By defining clear roles and responsibilities, managers can build a thriving, high-performing team without spreading themselves too thin.
Feel free to download my free Leading People Playbook to gain access to valuable tools, exercises, and resources to help you succeed in managing and leading your team effectively.
Hi! I'm Merve. 👋 I help leaders build high performing teams, amplify their business impact, and advance their careers.
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