8 common mistakes new IT leaders and managers make

The gist:

• New managers should not resort to blind activism and should only initiate changes with the involvement of employees.
• Superiors who crave harmony are usually conflict-averse and often address problems too late.
• A manager must be able to delegate to gain freedom and achieve their goals.

Congratulations, you’ve done it! You’ve been promoted and entrusted with leadership responsibilities. An exciting and educational time is now beginning for you. Many pitfalls lie ahead. Fortunately, you can prepare for some classic stumbling blocks and avoid them with certainty by heeding the most common mistakes new bosses and managers make.

Underestimating the importance of the inaugural address

Whether you’re already working at the company and know many employees, or taking on a leadership role in a new environment, your staff will be eager to meet the new boss. It’s helpful to invite the team to a get-together on the second or third day and officially introduce yourself. In a short speech, you should talk about yourself and your career path, and give an initial insight into your leadership style, values, and goals. Provide specific details about planned initial meetings at the workplace and a kick-off meeting.

And note: Many an opportunity for a good start in a new role has been squandered by empty phrases like: “A good foundation is the best prerequisite for a solid base” — an exemplary quote that was actually uttered in the German Bundestag. In other words: Meaningless statements, lengthy CVs, score-settling with the predecessor, or criticizing previous work methods will win you any points.

Turning everything upside down in the first 100 days

New brooms sweep clean. When management positions are filled, the executive board expects positive changes. Under this expectation, new managers often fall into a frenzy of activity. It appears that the “newcomer” is too preoccupied with themselves and their career, instead of getting their team on board.

It is better to use the first few weeks for employee meetings and workplace visits. This gives managers an overview of expectations, tasks, collaboration, processes, and potential sticking points. Only after this assessment and initial introduction should changes be initiated with employee involvement.

Allowing yourself to be manipulated by employees

When it comes to problems, employees often rely on their superiors. Whether it’s pressure from above, difficulties with external parties or within the team — they expect support. When a new manager arrives, employees tend to enlist them for unresolved and unsatisfactory issues, hoping they will advocate for these concerns with third parties.

But caution is advised here, as often only subjective perceptions come to light. Therefore, one should avoid making promises or hasty decisions, but rather first gain a comprehensive understanding of the status quo and responsibilities.

Forming close friendships with employees

A collegial atmosphere makes working life pleasant, and even after work, conversations with colleagues contribute to a positive work environment and team building. If friendships develop with individual colleagues, one should ask, for example: What influence does the relationship have on day-to-day business in the company, especially when critical situations arise? And: What impression might employees, colleagues, and superiors get if they find out about the friendship? To protect both managers and employees, it is advisable to maintain sufficient distance.

Always being right and not admitting mistakes

Admitting mistakes and accepting criticism from employees is often interpreted as a weakness in leadership. However, the opposite is true. True greatness and competence are demonstrated by those who are open to justified criticism and, if necessary, reverse a decision. This is how a manager gains credibility and trust. And as a role model for employees, you should only expect from them what you yourself are willing to give.

Avoiding conflict

Leaders who crave harmony are usually also conflict-averse. They secretly hope that problems will resolve themselves and often only address issues when a situation escalates. Whether it’s employee misconduct or conflicts within the team — you should state expectations early on, always give constructive feedback, and adjust course in a timely manner. Reacting too late is exhausting and creates misunderstandings. Clarity in leadership is a key success factor. And clarity and friendliness are not mutually exclusive.

Always having an open door

While it’s good to know that the manager is interested in their employees’ needs, a statement like “You can come to me anytime” is disastrous. The reason: Unplanned conversations disrupt the daily routine and pull the manager away from their current task.

In other words, leading “in between” is not advisable. After agreeing on a time slot, set aside dedicated time for employee meetings. However, for focused work, it’s better to close the door. The myth of the open door also carries the risk of encouraging employees to become dependent, as many problems can often be solved independently after careful consideration.

Trying to outdo experts in their subject matter

It’s a misconception for managers to believe they have to answer every technical question or be able to solve every problem. That’s the job of the specialists, namely the employees with their respective expertise. The primary role of a supervisor is to perform leadership and management tasks. Any manager who feels responsible for this quickly becomes a “super-administrator.” Tip: Delegate to gain more freedom and achieve your goals.