Have you ever found yourself managing a team where you don’t have direct experience in their specific field? Maybe you’re a sales manager with a marketing background, or an engineering manager without a computer science degree. It happens more often than you think! And it can feel pretty intimidating.
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The #1 Mistake Managers Make
When you step into a management role outside your domain, it’s tempting to downplay your expertise (or lack thereof). You might say things like, “I’m just happy to be here. I have more to learn from you than you have from me.”
While this might seem humble, it can actually backfire. Your team needs a leader, someone who can guide them and provide support. When you come in overly deferential, they might question your ability to lead and even lose respect for you.
Why This Happens
Most managers are promoted from within. They excel in their individual contributor roles and are then tapped to lead their former peers. But being a great salesperson, engineer, or designer doesn’t automatically translate to being a great manager.
Leadership requires a different skillset. It’s about empowering others, providing direction, and fostering a positive and productive work environment.
How to Avoid This Trap
So, how can you effectively lead a team outside your area of expertise? Here are a few tips:
- Acknowledge your limitations, but don’t dwell on them. It’s okay to say, “I don’t have a background in engineering, but I’m committed to supporting you in your roles and helping you achieve your goals.”
- Focus on your strengths. What skills and experiences do you bring to the table? Are you a strong communicator? Do you have excellent organizational skills? Highlight these strengths to your team.
- Be a connector. Connect your team members with the resources and support they need. This could include mentorship programs, training opportunities, or even just introductions to other people in the company.
- Be present and engaged. Show your team that you’re invested in their success. Attend their meetings, ask questions, and provide feedback.
- Seek feedback. Don’t be afraid to ask your team how you’re doing and what you can do to improve.
My Personal Experience
I once had to manage an engineer, despite my background being in program management. I was terrified! I thought, “This person is going to think I’m clueless. What can I possibly offer them?”
But I took my own advice. I acknowledged my lack of engineering expertise, but I also emphasized my commitment to supporting him and helping him achieve his goals. I connected him with a mentor and provided him with opportunities to grow and develop.
It turned out to be one of the best management experiences I’ve ever had. By focusing on my strengths and being present and supportive, I was able to build a strong relationship with my team member and help him succeed.
Managing a team outside your area of expertise can be challenging, but it’s definitely possible. By avoiding the common mistake of downplaying your expertise and focusing on your strengths, you can build trust with your team and create a positive and productive work environment.
Remember, leadership is about more than just technical skills. It’s about empowering others, providing direction, and fostering a culture of growth and development.
So, embrace the challenge and lead with confidence!
What about you?
Have you ever managed a team outside your area of expertise? What challenges did you face, and how did you overcome them? Share your experiences in the comments below!
