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From YouTube: Transitioning to a Manager
Description
This video provides some tips for new managers as they transition from an individual contributor role.
It also introduces the New Manager Enablement Issue and summarizes the resources and support available to new managers.
https://gitlab.com/gitlab-com/people-ops/Training/blob/master/.gitlab/issue_templates/new-manager-enablement.md
A
Your
first
few
months
here
as
a
manager
at
gate
lab
can
be
exhilarating.
They
can
also
be
challenging,
especially
when
you
need
to
quickly
identify
what
is
important
for
your
success.
Some
of
the
challenges
you
might
face
are
navigating
changing
relationships.
Finding
the
balance
between
managing
and
contributing
using
delegation,
effectively
making
strategic
decisions
and
finding
resources
and
support
research
has
shown
that
your
transition
may
be
one
of
the
most
demanding
life
experiences
that
your
lover
endure.
However,
the
satisfaction
of
leading
teams
to
success
makes
that
journey
worthwhile
and
inspiring
to
reach
that
success.
A
You
will
need
a
network
of
support,
templates
tools
and
training
at
gate
lab
we
develop
and
iterate
upon
an
engaging
pathway
that
enables
managers
to
lead
teams
to
success.
This
pathway
begins
with
an
issue.
This
checklist
will
ensure
that,
as
a
new
manager,
you
have
a
strong
foundation
with
all
the
tactical
resources
available.
The
people,
ops
team,
your
leader
and
a
peer
network
of
experienced
colleagues
are
ready
to
support
you.
Let's
take
a
closer
look
at
just
two
of
the
challenges
you
might
face.
The
first
is
finding
a
balance
between
contributing
and
managing.
A
By
doing
too
much
of
the
team's
work
yourself,
you
may
deprive
team
members
of
the
means
to
improve
themselves
and
make
them
overly
dependent
upon
you.
You
also
risk
facing
burnout.
The
solution
is
to
change
the
way
you
contribute
to
your
employees.
Efforts
instead
of
doing
a
piece
of
work
for
them
ask
them
to
take
small
iterative
steps.
For
example,
a
team
member
has
a
project,
but
it
has
no
idea
where
to
start
you
could
show
them
how
you
would
start
it,
but
that
could
lead
to
a
long-term
dependency.
A
Your
team
may
internalize
that
they
should
always
ask
you
before
starting
something
instead,
try
telling
them
that
they
should
comment
on
an
issue
with
five
ideas
by
10:00
a.m.
the
next
day
and
you'll
respond
with
your
comments
and
suggestions
by
10:00
a.m.
the
following
day.
This
may
be
the
same
amount
of
work
for
you
first,
but
over
time
it
will
shift,
and
your
team
will
begin
to
take
smaller
steps
on
their
own
and
allow
you
more
time
to
focus
on
providing
guidance,
or
course,
correction.
A
A
During
your
first
few
weeks
as
a
new
manager
try
to
identify
a
few
small
decisions,
you
can
make
fairly
quickly,
but
the
FIR,
bigger
ones
until
you've
been
in
the
role
longer
and
have
time
to
gather
input
from
everyone,
for
example,
set
up
a
new
schedule
and
agenda
for
team
meetings.
This
is
a
small
change,
but
it
clearly
establishes
your
role
as
a
manager,
also
in
the
first
few
weeks,
take
actions
that
establish
your
credibility
and
indicate
how
you'll
work
as
a
manager.
A
One
of
the
best
ways
is
to
meet
with
your
team
as
a
group
and
individually
and
share
with
them
your
management
style
or
review
your
manager
readme
during
this
type
of
transition.
It's
easy
to
become
overly
focused
on
your
former
peers,
don't
forget
to
build
relationships
with
your
new
leader
and
schedule,
coffee
chats
with
other
stakeholders
across
the
organization.
A
There
are
many
more
challenges
that
you
could
face
as
a
new
manager,
and
the
goal
of
this
program
is
to
provide
a
foundation
for
your
success
and
enable
you
to
overcome
those
challenges.
As
a
new
manager,
you
can
lead
your
team
to
learn,
grow
and
succeed
following
their
progress
and
acknowledging
their
development
can
be
the
most
rewarding
aspect
of
your
work.
As
issues
arise,
you
can
lean
on
a
support
network
and
receive
guidance
from
experienced
colleagues.
A
This
support
consists
of
recurring
managers,
coffee,
chats,
dedicated
managers,
slack
channels,
training
modules,
templates
leaders
and
mentors
and
people
ops,
business
partners
all
ready
to
answer
questions
and
provide
you
with
guidance.
The
new
manager
checklist
is
a
launchpad
and
it
connects
you
with
crucial
information
about
being
a
manager
at
gate,
lab
it's
designed
to
ensure
that
you
start
your
journey
as
a
manager
with
all
the
resources
and
training
available.
This
checklist
will
evolve
as
we
iterate
upon
it
and
continue
to
build
this
program.