Congratulations! You are now a manager... I still remember that Monday morning. Fresh shirt, new diary, motivational quote copied from a WhatsApp group scribbled on the first page… and butterflies in my stomach doing full-on garba. “You’re the manager now,” I told myself. “People will listen, meetings will move, and problems will run away like bad interns.”
The transition from individual contributor to manager is like switching from being a cricket
player to being a coach – suddenly, your success depends not on your own batting average,
but on how well your entire team performs. And in Indian organizations, this transition comes
with its own unique set of challenges that Western management books rarely address.
Here’s my journey from Haresh-the-doer to Haresh-the-manage. And what I really faced,
and how I slowly grew into a manager where my team wanted to work with—not just work
for.
1-How can new manager quickly understand and align with the organization's culture, values, and informal power structures?
Culture Shock: The Unwritten Rules Aren’t in the Employee Handbook. Becoming a new manager in any company is like joining a joint family after marriage. Everyone already knows each other, there are old rules nobody tells you, and you’re expected to “adjust” from day one!
Within the first week, I thought understanding company culture meant memorizing the values
poster in the conference room but I realized the real company culture wasn’t what was
framed in the HR posters— it walks in the corridors, chats in the canteen and it was what
happened in the parking area and in the conversations that happen after the boss leaves the
room.
If you want to settle in quickly, don’t just go through the company policies. Real culture
doesn’t sit in the HR manual and your induction won’t teach you this. So here’s the trick:
keep your ears open and your mouth semi-shut (Fish could not have been caught, if kept
mouth shut) . Don’t rush to implement new processes. Observe. Who do people really listen
to in meetings. – Observe, Don’t jump into action mode immediately. Sit in meetings and see
who everyone listens to. It’s not always the person with the biggest title. Often, it's that quiet
guy who speaks once, and everyone nods.
Spend time with everyone—yes, even the housekeeping staff and drivers. They know which
department is the real Titanic and which one has snacks. Culture hides in corridor whispers
and canteen gossip, not in colorful PowerPoint slides.
Want to understand the company’s real values? Ask: “Who gets rewarded here?” If the
answer is “Whoever saves the day last minute,” congratulations—you’re in jugaad land. Plan
accordingly.
My best advice?
Spend time observing in meeting, Cafeteria , on the floor. Have informal chats—not just with
your team but also with the admin, office boy, drivers, housekeeping staff. They know the
pulse of the place. These people are the real “Google” of the organization.
Lastly, keep your ego at home. Come in curious, not commanding. Ask questions, be
humble, and give respect before expecting it.
In short—build trust, and let your ears do the hard work in the beginning. Culture won’t
welcome you with a garland—but if you listen well, it’ll slowly open the doors.
Lesson? Culture hides in informal power centers. You respect it before you challenge it.
2. How can a new manager reflect on his leadership style, potential blind spots, and
development areas?
So you’ve got the manager title. Maybe even a cabin with a door. You’re feeling like a CEO
in training. Great! But first, please look into the mirror—not your new ID photo – self-
reflection.
Self-awareness is the cornerstone of leadership. When I first became a manager, I wrongly
believed being efficient meant doing everything myself. It took time—and feedback—for me
to realize I was micromanaging and unknowingly disempowering my team.
Ask yourself: How do I take decisions? Do I listen more or talk more? Do I jump to solutions
or understand the problem first? These small patterns are part of your leadership style.
Now, let’s talk about blind spots. Everyone has them—yes, even the most experienced
leaders. Maybe you think you're being clear, but your team finds you confusing. Or you think
you’re approachable, but people hesitate to speak up. The only way to know? Ask.
Have informal one-on-ones with your team. Not performance reviews—just casual chats.
Ask, “How can I support you better?” or “What’s one thing you wish I did differently?” You’ll
be surprised at the honesty if you create a safe space.
Also, find a mentor—someone who’s been there, done that, and survived to tell the tale.
Their feedback can be gold.
In short, being a manager isn’t about having all the answers. It’s about being willing to ask
questions—especially to yourself.
Turns out, your leadership style isn’t what you intend—it’s what others experience.
And adjusting that takes courage, not just competence.
Bottom line: Before you lead others, lead yourself—preferably with humility, not with
arrogance.
3. What’s the best way to assess team morale, strengths, and existing challenges without
disrupting ongoing workflows?
Team Archaeology: Digging Deep Without Disrupting
When I joined as a new manager, it’s tempting to jump right in—fix things, set targets, and
make your presence felt. But hold on. Before you become the “tornado of change,” take a
breath.
The team has been working long before you came in. They have their own rhythm, inside
jokes, unspoken rules, and yes—some silent struggles. The best way to assess morale,
strengths, and challenges? Blend in first. Don’t bulldoze.
Start by being visible. Not in a “Boss is watching” way—but in a “He’s here if we need him”
way. Walk around, join them during lunch, be curious without being nosy.
Next, observe how people work. Who takes initiative? Who always volunteers to help
others? Who avoids eye contact when deadlines are discussed? These are quiet indicators
of morale and individual strengths.
Instead of formal surveys or surprise audits, try casual one-on-ones. Ask simple, open
questions like, “What do you enjoy most about your work?” or “What’s the one thing that
slows you down?” You’ll get honest insights without scaring anyone.
Another trick? Watch team meetings. Who speaks freely? Who stays silent? Who do others
turn to for guidance? These moments reveal more than spreadsheets ever will.
And please, don’t start “fixing” things too early. Sometimes what looks like inefficiency is
actually a well-oiled jugaad system. Understand why things are the way they are before you
change them.
The key is simple—assess by aligning, not interrupting. Your team is not a machine to
diagnose; it’s a living system to understand.
So hold on, stay curious, and slowly earn their trust. You’ll learn more in these quiet
moments than from any dashboard.
Metrics don’t tell you who’s losing motivation—they just show you who’s next to resign.
4. How can managers balance empathy with accountability when inheriting a team
with mixed performance levels?
Empathy vs. Accountability: Chai with Sugar, Not Syrup
Balancing empathy and accountability is like making perfect chai—you need the right mix of
milk (kindness) and kadak chai patti (tough love).
As first time manager, I inherent a team with mixed performance levels is like being gifted a
box of assorted sweets— So you’ve inherited a team where some people are rockstars,
some are coasting comfortably, and a few are still trying to figure out which project they’re
on.
My instinct was to “fix” people. But I quickly realized performance issues aren’t always about
laziness—sometimes it’s confusion, fear, or a previous manager who only gave feedback
during Performance discussion.
First things first—don’t judge. Just because someone isn’t performing well doesn’t mean
they’re lazy. Maybe they’ve never been guided, maybe they’ve lost motivation, or maybe
they’ve just been misunderstood. Start with listening.
Have one-on-one conversations. Ask, “What’s working for you?” and “Where are you stuck?”
You’ll discover stories behind performances—some will surprise you, some will teach you.
But here’s the catch—empathy doesn’t mean excuses. Once you’ve understood the context,
it’s okay to set clear expectations. Say it kindly, but firmly: “I’ll support you, but I expect your
best.”
For your top performers—don’t ignore them while fixing the rest. Appreciate them, involve
them, and maybe even ask them to mentor others. People like to rise, not wait.
For the average ones—give them specific, achievable goals. Small wins boost confidence
faster than lectures ever can.
And for the low performers—be honest, but human. Offer support, coaching, and timelines. If
things still don’t improve, take action—but with dignity. Poor performance might be due to
unclear expectations or past neglect by leadership. One powerful tool is the “CARE”
framework:
Connect with individuals,
Assess strengths and challenges,
Realign goals and expectations,
Empower with support and boundaries.
Leadership isn’t about being soft or strict—it’s about being fair. A good manager knows
when to offer a shoulder and when to set the stopwatch.
So, lead with heart, follow up with clarity, and always keep a backup cup of chai. Trust me,
some of your toughest people just need to feel seen—and a few deadlines.
5. When you became the manager for the first time, what were your challenges and
how did you overcome and establish yourself?
From ‘Doing’ to ‘Leading’: Letting Go of the Superhero Complex
For years, I’d been the go-to guy. Fast, reliable, always available. When I became a
manager, I thought I had to do more. So I jumped into every task. Result? Burnout for me,
boredom for them.
When I first became a manager, I believed my technical expertise alone would earn me
respect. I was wrong. I quickly realized that managing people required a very different
muscle—emotional intelligence, delegation, and communication. My first managerial
experience felt like getting a promotion from bus passenger to driver—without knowing
where the brake is.
My first challenge was shifting from “doing” to “leading.” I struggled with delegation. I feared
that if the team failed, I would look incompetent. This mindset led to overwork and
underutilization of team strengths.
Another challenge was feedback. I avoided difficult conversations, thinking it would maintain
harmony. But silence led to confusion and declining standards.
To overcome this, I started small. I delegated minor tasks and gradually increased scope,
offering support without hovering. When I saw team members grow in confidence, it boosted
my own.
I also began scheduling weekly check-ins—not just for task updates, but to understand each
person’s motivations and frustrations. It built trust and gave me real insight.
One breakthrough moment was during a project crisis. I admitted I didn’t have all the
answers and asked the team for solutions. The energy shifted—they felt valued, and the
project recovered. That humility earned me more respect than any display of authority.
I also invested in learning—books, workshops, and mentors who had walked this path. I
made reflection a habit, asking myself after each day: “Did I empower or control today?”
Eventually, I learned that leadership isn’t about being in charge; it’s about taking care of
those in your charge.
Eventually, I realized: Managers don’t climb the mountain alone—they build a path so
others can climb too.
Over time, I built credibility—not by being perfect, but by being present
Final Thought: The Manager's Role Is a Journey, Not a Destination -Warmth, strength,
patience, and just enough spice.
Becoming a first-time manager in an Indian organizational context isn’t just a job
change—it’s a rite of passage. You’ll fumble, doubt yourself, and occasionally wonder if it’s
worth it. But if you listen more than you speak, learn more than you teach, and care more
than you control—you’ll get there.
In short:
Management is not about titles. It’s about trust.
Not about telling. It’s about listening.
And definitely not about doing everything. It’s about empowering everyone.
Welcome to the arena. Just remember—garba in the stomach is normal. That’s how the
dance of leadership begins.
Authored by Haresh Chaturvedii Founder, Business Niti | HR Transformation Specialist | 36 Years of Corporate Wisdom Distilled into Experience & Empathy
