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What was the biggest adjustment you had to make when transitioning from an individual contributor role to a management role?

I am currently a Junior and am beginning to research which avenue I'd like to pursue when I complete my degree.

management fall2025
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Bill’s Answer

I've made this career switch several times. For example, after 16 years at IBM, mostly in management, I moved to my current job as an Individual Contributor (IC). I planned to finish my career as an IC, but when a chance to lead my team came up, I applied and got the role.

From my experience, here are some key points I considered when moving from IC to manager:

- Reflect on what the previous manager did well and what could be improved. This helped me create a 30-60-90 day plan for my goals with the team.
- Avoid becoming a "super IC" as a manager. While you may have been a top IC, it's important to let each team member's unique skills and perspectives shine, rather than trying to mold them into your style.
- Build a strong relationship with your new manager. Communicate your plans so they align with their goals. This opens up honest discussions and helps you bring in new ideas while understanding any limits.
- Foster good communication with your team. Show them you value their ideas and contributions. Make sure they understand the team's direction so they can support you.

Best of luck as you start and grow your career.
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Michael’s Answer

Hello Carla,
No one answer will cover everything that will come your way when moving into a management position. I'll throw out a few things to consider as you start and continue your journey. 1 - be open to the process and allow those you work with, and lead know that you are approachable. (They will execute your direction and plans better when they are a part of the process). 2 - Understand that you will fail and that these failures will bring more growth than perfection. Finally, fear is part of the process. Keep yourself humble and self-aware that we all had to take that first step onto the path you have chosen. Good luck and safe travels.

Mike
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John’s Answer

The most challenging, yet ultimately rewarding, shift when I moved from individual contributor to manager was learning to adapt my communication style to each person and situation.

As a manager, you're constantly switching gears: one team member needs detailed step-by-step guidance, another wants the big picture and autonomy to figure out the details. Sometimes you'll need to pivot multiple times within a single meeting. You need to recognize which one to use and when.

This adaptability goes both ways. You need to adjust how you deliver messages, but equally important is learning to truly hear what others are communicating, even when they express it differently than you would. When you get this right, everything improves, from daily task execution to long-term professional development conversations.

My practical advice: Take a DiSC assessment (I know it sounds cliché, but it works). More importantly, suggest your team take it too. It gives everyone a shared vocabulary for discussing communication preferences and helps you recognize the signs of different styles in action.

John recommends the following next steps:

Personal DiSC Assessment
Read book titled "Emotional Intelligence 2.0"
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Vicki’s Answer

Hi Carla, moving from an individual role to a manager role involves several changes. You might now manage people who were once your peers or friends, which can make feedback conversations tricky. Consider taking training on giving and receiving feedback to handle this better. You may also need to stop doing the work yourself and focus on managing others, which can be tough if you enjoyed your previous tasks. To help with these challenges, look into management courses and books that can guide you through this transition.
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Jerin’s Answer

Dear Carla,

Thanks for your question .

I would say , being good at delegating is very important , also understanding that you are a Manager who has to help those under you to do their best and not to be a ruler over them.

Also being able to allow those under you to do their work , trusting them , not interfering as much as possible, unless it is really required. You are no longer required to be involved in small decisions, but only for the big decisions , empowering people who work under you is important. They need to know that you trust them.

It also depends on the culture of the company and how big is the company that you work for , I would say you will learn more at work , but these are some of the things you should keep in mind.

Hope this helps !

Thanks and Regards,
Jerin
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Sammy’s Answer

Hi Carla,

Your question is fantastic and brings back memories of when I first stepped into a management role. I remember feeling very anxious.

What truly boosted my confidence was asking questions to my leader and peers. This helped me feel more assured about my performance. Don't hesitate to ask the same question if you need to; it's important to understand the processes well. As I asked more questions and got used to my tasks, I felt much better and my confidence grew.
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Angelina’s Answer

That's a great question! It shows you understand that moving into management is a big change. One piece of advice I got from a mentor is to listen for the first 30 days. Understanding the context is crucial. You can't lead well until you know the team's current situation, their frustrations, successes, and how they view the process. Gather as much information as you can before making any changes. Build trust by spending time listening. This shows your new team that you respect them, value their experience, and see yourself as their supporter, not just their boss. Set up one-on-one meetings to ask questions and learn about their concerns. A question I like to ask is, "If you could change one thing about our team or process to make your work easier or more impactful, what would it be?" This can reveal the biggest issues that management can address. There is great advice out there, and I'm sure you'll do well in your new role.
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kari’s Answer

This is a great question. The largest adjustment for me was being able to know the details without being the person that was the doer on the respective team. As the manager of the team, I would often get inquiries as to the details or the status. In circumstances like this its very important to have 2 way trust and good communication. This often takes time to develop, but is critical in overseeing a team. At first I likely needed to be in the details more in order to get comfortable that I could trust what is being done on the day to day without being the one that actually did the work. Additionally, as important is that my employees trusted me as well and could rely on me to help coach and supervise them. Additionally the regular communication is important both from knowing the status on the project but also to develop a personal relationship with that person to continue building the trust. Hope this helps!
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Jean’s Answer

Hi Carla,
This is a fantastic question and one that many professionals struggle with especially when you are promoted from co-worker (same team) to manager. Keep in mind that there are key differences between a manager and a leader. Below are just a few of the distinctions.

Managers -Administer. Maintain, Accept reality, Rely on Control, Ask how and when
Leaders-Innovate, Develop , Challenge reality, Focus on People, Ask what and why

The biggest adjustment was knowing that I could trust my gut and be my authentic self. Keeping in mind that people will always remember how you made them feel. Honesty and transparency are key. Empowerment comes from trust in your team. Delegation is super important but you have to let go of the control to be successful.
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Gloria’s Answer

Hi Carla,
The biggest challenge of going from an individual contributor to a manager of people is you are now responsible for more than just your own work. The people who report to you are not going to have your same work ethic, knowledge, or even enthusiasm about the work. If you are someone who likes people to be on time or even a little early, you may struggle with managing the late people. You may have to repeat yourself repeatedly as some people take longer to understand a direction or may just be avoiding doing what you want them to do. It can also be a challenge having a large number of people reporting to you. The right size of a team depends on the job that you are doing. Lastly, as a young manager, I had trouble with people who were my mom's age now reporting to me and not wanting to report to a young person even though I was knowledgeable.
Gloria
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Nicole’s Answer

Great question, Carla. One of the biggest changes for me was learning to focus not only on my own work but also on helping others grow. I was fortunate to start by managing interns and working with my boss to share management duties. A great tip I received was to be the kind of manager you'd want to have on your toughest day. This reminds you to lead with kindness and remember what it was like before you became a manager. As you begin your career, consider taking on small management roles to determine if you enjoy this aspect of it. Good luck! And remember, it's okay to switch between being an individual contributor and a manager as you go along.
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Armando de Jesús’s Answer

Hi Carla,

Great question! Transitioning from an individual contributor to a management role was one of the most significant shifts in my career. As a licensed Professional Engineer (PE) and a certified Project Management Professional (PMP), I had a solid technical foundation and strong project management skills, but stepping into leadership required a completely different mindset. Today, I manage a team of five engineers, and that experience has taught me a lot.

The biggest adjustment was realizing that success was no longer measured by my own technical output. As an individual contributor, I focused on solving problems myself and delivering high-quality engineering work. In management, my role became about enabling others to succeed through coaching, removing obstacles, and aligning the team toward a common goal.

Here are some key changes I had to make:
*Delegation vs. Doing: I had to learn to trust my team and delegate effectively, even when I knew how to do the task myself.
*Communication Skills: I needed to clearly communicate vision, priorities, and expectations to both engineers and non-technical stakeholders.
*People Development: Instead of just managing projects, I started managing careers, mentoring team members and helping them grow.
*Big Picture Thinking: I had to think beyond timelines and budgets, I had to start considering business impact and long-term goals.

The real growth came from developing soft skills like empathy, active listening, and influencing without authority. These aren’t taught in engineering school, yet they make all the difference in leadership.
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Anita’s Answer

One adjustment I learned along the way was thinking broader and making preparation part of my ongoing habits. As you grow in responsibility for teams or bigger results, doing preparation will help you to be ready for the evolving work of managing goals and teams. Look for people you can talk to (it builds your network and helps you prepare). I asked the leader I was reporting to or the manager I took over from for their input on the team or projects background, ask them who else you could talk to and then organize what you've learned and start working with the team. Some questions common questions I've used are what is the purpose of the team and what goals or work needs to be done over the next year and then bring it down to quarterly and monthly. This helps you plan out the work. Brainstorm others and provide your own initial approach on how you will operate so that the prior manager/leader can help to finetune. Use this as an opportunity to ask what has helped make the manager successful, what do they see as areas needing attention? Also: I found that I needed to adjust from being someone with the answers as an individual contributor to someone who would lead others who were contributing as well as working alongside the team interacting with other teams and managers. With the new team set up 1x1 time with each person to introduce yourself, ask about the team member, their role on their team, any concerns/areas of improvement and welcome their feedback. Connect with them regularly and take action on feedback, it doesn't mean you give them what's requested but rather assess what's needed and give reasons for your decisions. Also look for ways to connect informally as a team even a few minutes before your meetings via icebreakers, quick question people can respond to easily...and incorporate things you would have liked to have from your manager when you were an individual contributor..you get a chance to share your unique perspective
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Mary Ann’s Answer

Hi Carla,
The biggest differences between an Individual Contributor role and a Manager role is the amount of responsibility and the salary. As an individual contributor, you are using your skills to accomplish tasks and projects. The things you work on generally have a definite beginning, middle, and end. You are responsible for your own work and how your work contributes to the company's success or a project's success.

When you are a Manager, you are responsible for your own work, leading and coaching the people who report to you, managing a budget of some kind, creating a positive team environment, and representing your team with higher management. Because you are responsible for all of these things and a few more, you get paid a higher salary. Also, when you are a manager, you can be friendly with the people you manage, but it's harder to be "friends" with them. You need to maintain a manager employee relationship as well. Think about your parents. You are likely friends with your parents, but it's a different kind of friendship than say your BFF.

If you are entering the workforce, a great way to enter the workforce is in an Individual Contributor (IC) role. Being an IC allows you to understand how the company works, how work gets done, and allows you to build some skills and a reputation. This is also a great time to learn what things you like to do and what things you don't like to do. Then, once you have that on the job experience you can decide whether being a manager is the right role for you.

For me, I've had both IC and Management roles. What I've learned about myself is that I really prefer IC roles. I don't enjoy managing people. So, when they offer me roles that require to manage people, I say no. Try it out and find the right fit for you.
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S’s Answer

Moving from being an individual contributor to a manager means shifting your focus from just getting things done to working with people. As an individual contributor, you focus on your own tasks. As a manager, you need to:

- Work with different personalities
- Handle emotions, both yours and others'
- Motivate your team
- Set and maintain boundaries
- Ensure accountability

Those last two are especially important. Being a manager isn't just about being nice; it's about creating a safe space and setting clear expectations. You need to motivate your team while also holding them accountable. Finding that balance is a skill.

Another big change is taking responsibility for results, even if you didn't do the work yourself. You teach others to own their actions instead of blaming others. You shift from saying, "I'll fix it," to "How can we prevent this from happening again?" This is where improving processes comes in.

Good managers look at how things are done and find ways to make them better. They ask:

- Why isn't this working well?
- Where do we keep making mistakes?
- How can we make this easier?
- How can I encourage my team to suggest improvements?

The aim isn't to be the smartest person in the room but to build a team that thinks, improves, and grows together.

Finally, there's an emotional shift. You need to stay calm and not let stress from above or below get to you. If you do, you'll burn out. A leader must keep themselves steady first.

Management can be really rewarding if you like helping people grow, shaping the workplace culture, and thinking beyond your own tasks. But if you love diving deep into technical work and having more independence, staying an individual contributor can be just as fulfilling. Both paths are valuable; they just require different skills.
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