We are accustomed to hearing references about a person being a natural born leader or a salesperson who seems to have a natural gift as well.  A lot of debate energy has been spent on the validity of there even being such a thing.  I am not seeking to initiate another fact or myth discussion.  However, little debate is given to the idea of a natural born manager.

Frontline Managers are often promoted into their positions for a multitude of reasons including; subject matter expertise, tenure, initiative, discipline, respect for authority, commitment, sycophancy, nepotism and others.  One reason that is rarely, if ever used is “they are a natural born manager.”

That being said, why are managers treated as though they should have an innate ability to coach, counsel, manage conflict, drive change, carry the flag, set goals, praise and admonish, and meet all the KPI’s of their team along with a dozen of other tasks?

Considering that most first-time managers’ training is delivered by the rainspout, trickled down from their direct manager when, or after a situation arises that requires one of the above skills, it is no wonder they don’t appear to have natural ability to execute their responsibilities.  How often does one want to go to their manager for help, time and again on what apparently seems like a skill they are assumed to know naturally.

I believe that leaders, those who have the ability to influence, learn to be leaders. Salespeople have to learn how to sell.  While both may have character traits and/or personality types that enable them to learn faster, both have to be taught core competencies.

So it is with managers.

Moving from being an individual contributor to being responsible for another’s contribution is a dramatically different role.   As a new manager, have you ever felt “what do I do now?”