The transition from an individual contributor to a people manager role is indeed a paradigm shift. People management is no cake walk—you would be expected to solve not only your own problems but also help others solve theirs, focus on the bigger picture, delegate, prioritize, build relationships, and manage the performance of your team members. These may be daunting at first, but here are some pointers to help first-time managers succeed in their new role.

Peter Drucker revolutionized management theory by shifting the focus from merely supervising employees to proactive strategizing for long-term success. His insights on effective leadership and empowering employees have had a lasting impact across all industries. His management principles emphasize a holistic view of the organization, decentralized decision-making, and clearly defined objectives aligned with the overarching goals of the organization. The 5 managerial functions defined by Drucker are still relevant today.

Can’t decide if your organization would benefit from agile performance management?

Many organizations still rely on annual reviews to evaluate employee performance. Research found that 95% of managers are dissatisfied with their organization’s performance management system, and 90% of HR leaders believe their performance management system does not yield accurate information. Also, women were 12-28% less likely to receive high potential ratings compared to men, due to the subjectivity in assessing “potential”.

Did you know that 80% of employees who receive regular feedback are fully engaged at work? That’s according to a recent Gallup study. Another report says that only 33% of U.S. employees are engaged in their work, representing $1.9 trillion in lost productivity nationally - a startling statistic that no leader can afford to ignore.

Are your Objectives and Key Results (OKRs) missing the mark?

Setting OKRs is hard; setting the right ones is even harder. Many companies adopt OKRs to drive alignment and focus. But without the proper approach and rigor, OKRs can fall short. The truth is, most companies struggle with OKRs. Despite best intentions, they end up frustrating employees rather than motivating them.

Traditional performance reviews fall short, offering just one viewpoint on employees’ contributions and capabilities. This leaves gaping blindspots on how employees are truly performing and leading. For a multi-dimensional perspective, more and more forward-thinking organizations are now embracing 360° reviews to get the full picture. Unlike standard annual reviews, 360° reviews gather insights from all key stakeholders that work closely with the employee.