I GOT PROMOTED.

At the start of my career all I wanted to do was « manage people ». I wanted to help people achieve their best in their roles and support them in their career.

The moment I got a manager role I had all these ideas on what manager I wanted to be. I read all the bestselling books on management. I believed I had all the tools and tricks handy to get started on my new journey to be the best manager around. I was ready.

Little did I realise that this journey would require more than my motivation and leveraging tools from books. No matter how hard I tried, I often felt disconnected from my team members. I often felt more alone than ever in my role- despite having a team reporting into me.

Something had to shift

People are complex. Managing and leading people is a very complex role requiring several areas of focus:

• A focus on business targets and results

• A focus on ensuring your team hit those targets and results

• A focus on ensuring your team is motivated and capable while hitting targets

• A focus on your own well-being

• And finally, an ongoing focus to ensure you find your personal way of balancing all the above while having fun and continue to be excited about your role!

Across these 20 years I have gained real tips from peers and leaders, have read an uncountable number of management and leadership books, attended (and presented at) conferences and round tables, taken countless team, peer and 360 feedback reviews, and have been on an ongoing (and never-ending) journey in switching between managing and leading based on the needs.

Across my own journey, and seeing the journeys of others in the space of management and leadership, it became clear that the any moment of transition is often the most complex moment for individuals. That time when you never managed anyone, and begin being fully responsible for them. That time when you managed a handful of people and then transitioned to managing large teams.