Ease into the Management Path
It's easier than you think.
One problem you'll face as a new people leader is that you don't know what you are doing.
You've never managed people before and most certainly didn't get training from your employer.
So what do you do if you want to lead and don't want to be a deer in the headlights when you get promoted?
There are two strategies to prepare you for leadership roles.
1) Implicit mentorship
Aspiring leaders should take every opportunity to mentor someone.
But don't do it explicitly.
Don't be the overly confident, guru-style, insufferable person and say,
"Hey John, I see ways I can help you become your best self. I can mentor you so you can reach your potential."
No one wants to be sold on mentorship, especially not by a peer.
Instead, mentor others implicitly (without them knowing).
- Answer their questions proactively.
- Offer to help with the boring parts their project.
- Give them the credit to strengthen your relationship.
- Implement a new process that makes their life easier.
- Review their work and point out errors before others see it.
- Hold "knowledge sharing" meetings with the team to teach them technical skills.
Over time, your peers will rely on you more and more. They will become confident that you have their best interest at heart and won't feel threatened. Instead, they will actively seek out your expertise without you having to pressure them.
You will get into the habit of "mentoring" your peers, which you will continue to do as a manager.
Do this enough and you'll be primed for promotions.
2) "Lead Analyst" roles
It might be too big of a jump to go from Analyst or Sr. Analyst to Manager.
You might need more experience and more time to develop your leadership skills. In this case, don't go for the management position right away.
Search for a "Lead Analyst" role, whether at your current company or elsewhere. A Lead Analyst position will give you valuable skills and experience that will build a foundation for future management positions.
Lead Analyst roles are for senior level analysts that are ready to take on more responsibilities. You will own larger projects, work cross-functionally, be considered a subject-matter-expert, and have the expectation to be a leader on the team.
You will train less experienced analysts, consult the team on technical problems, and remove blockers to ensure team members are making progress. Managers do these things too, you just don't have direct reports.
If you can land a Lead Analyst role, you will build management capability and prepare yourself for your next promotion.
Implementation
Here's what you can start doing to put these ideas into practice:
- Implicit mentorship. Pick one person on your team that you want to implicitly mentor (never tell them you're doing this). Identify a skill you're strong at that you think they can improve. Find ways to help them develop that skill. Offer suggestions, send them resources, review their work, share your work, teach them a new technique. Observe if they improve that skill over time.
- Lead Analyst roles. Find an open Lead Analyst role and read the job description. Pick 1-3 requirements in the job description that you want to work on. Build those skills in your current role. If you feel inclined, apply to Lead Analyst roles. You might be surprised with the outcome.
You don't have to wait for the Manager job title to start acting like one.
You can do it now.