I am a newly appointed first-time manager in a biotechnology firm. I should also point out that I am new to the company. We are a relatively small organization with ninety-five employees. There is no formal training or even orientation available for new managers and I haven't a clue as to where to begin. Can you help me understand a few of the pitfalls facing new managers so I don't self-destruct in the first few months?

I'm not sure what to do in this situation. Do you have any advice?

G. L..
Providence, RI

Moving into a first-time management position, especially in a new company, is a lot like the scene in Alice in Wonderland when Alice falls down the hole and discovers an incredible world full of bizarre characters. I don't mean to diminish the challenge that you face. There is a ton of evidence showing that the move from individual contributor to manager is the most challenging career situation any of us will ever face. In answer to your question, the following are three "fatal mistakes" first-time managers frequently make.

1. Not appreciating the culture

   The culture in your former company, in all likelihood, is quite different from what you will find in your new place of employment. Take some time to figure out how they are different. How does business get done here? Who makes the decisions? What do people value - working hard, long-hours, education, or boldness? What makes this place tick? How does one fit in without giving up his or her identity? As an old boss of mine was fond of saying, "If you don't pay attention to the culture, you may end up looking like a skunk at a lawn party." One more point on culture. Your new colleagues don't care about how you did it at XYZ Company. Spend the first few weeks listening and observing and less talking about what happened in the past.

2. Focusing on accomplishing tasks and neglecting relationships

   It's tempting to want to strut your stuff in the early weeks of a new management job. After all, the senior management hired you because of your experience in areas where they need help. But hold on a minute. You are now a manager not an individual contributor. Your success will depend, in great measure, on the efforts of other people. Who are these people? Sit down and make a list of the key people in your organizational life. And don't forget the informal leaders and the man or woman who is angry because you got the job they wanted. How will you build relationships with these individuals? Prioritize the list and start meeting with them, preferably on their turf. Now is the time to do this, not when the first crisis develops.

3. Trying to go it alone

   If we accept the premise that new management jobs are the most difficult of all career moves and that you have yet to develop allies in your new company, then where will your support come from? This obviously is not the time to play the Lone Ranger. My recommendation is that you put together a group of individuals to support you particularly during the first few months of your new job. These individuals can come from your professional association, peers in other companies and mentors. Having people unconnected to your current employer, as a sounding board will go a long way in keeping you from feeling isolated. Lets face it. You no longer belong at your old company and you are yet to become accepted in the new organization. This is a difficult place to be. Steal a page from President Andrew Jackson and form your own "Kitchen Cabinet," an informal group of advisors. Meet individually or with several of these people from time to time. Don't hesitate to pick up the phone and call them for advice.

New management jobs are challenging, but they are also exciting. Follow the above suggestions and you will avoid the fatal mistakes of new managers.

You may also want to read my article, "Three Challenges of the New Manager".

In addition, check out my review of the book, "Becoming a Manager".