Four years ago I became a mom. I had changed only a handful of diapers in my life and was never a babysitter growing up, but I thought for sure that motherhood was going to be easy, that I would quickly learn how to feed, bathe and change my daughter and then everything would be smooth sailing.
The first four months of my daughter's life found us parenting a baby with colic and acid reflux. This meant she cried every time she ate, every time she was uncomfortable, every time she felt like it (so, 5+ hours a day for roughly 120 days). And suddenly I was forced to learn an entirely new set of skills that I had rarely ever practiced before, both personally or professionally (truthfully I thought I was already good at them):
Flexibility. Patience. Not always being right.
The crying was brutal. Just when I thought I'd mastered the "thing" to make her stop , it would stop working. The different reflux treatments we tried each took time to gauge its effectiveness - there wasn't one single thing that immediately made a difference - because babies aren't robots and there isn't a one size fits all solution (try telling that to a sleep deprived mom who is barely eating or showering).
My over-achieving, A player, smarty pants personality could barely handle it. I was wrong often. Forced to be flexible, bending to her needs every hour, giving up plans with friends to stay home. Patiently waiting out the crying. Patiently waiting for the new medicine to show results.
And isn't this just like being a manager for the first time? We promote employees to lead others because they seemingly have it all together. They know the subject matter and get great results, so because of that, they'll be great at managing, right? Read a few books, ask for advice from a few trusted sources ... the rest will be easy.
That's certainly what I thought about motherhood.
Managing people requires flexibility. Patience. Not always being right. And new managers have a hard time with that. Weren't they promoted for always being right? Taking charge and fixing things? Suddenly they're being asked to step back and get results through others. That's tough on the ego if you've been the one doing all the things and getting all the results for your entire career.
Without a good leader to emulate and a mentor to coach and develop, most new managers find themselves in the same situation as motherhood found me: forced to learn new skills in the moment and pushing back on the self-awareness that inside was telling me to "slow down, be flexible, have patience, try again."
We promote employees who are good at their jobs, rarely wondering if they're good with people. Yet we're surprised when they are miserable and the team starts complaining about being micro-managed or not managed enough.
No one is surprised when a first time mom admits she is struggling, so why are we surprised when a first time manager admits it? The assumption is that the employee, having had the magic wand of promotion waved over them, will suddenly know how to manage people. Schedule a 1:1 (aka learn how to feed and change the baby) and everything else falls into place.
I realized I needed a huge support system (still do) when I became a mom four years ago, but it took me months of misery to put my ego aside and reach out for help. It's a guarantee that the same thing is happening to new managers. The only difference is they're probably showering every day.