Ascending the professional ladder is a widely shared objective among employees across various industries. Being entrusted by your supervisor to lead a team is a significant accomplishment. This is why new managers often display a strong eagerness to please their superiors, foster good relationships with their employees, and establish themselves as effective leaders. Unfortunately, this enthusiasm can occasionally lead to a few errors. By being mindful of these common mistakes made by first-time managers, you can set yourself on a path to success:

My relationships won’t ever change

Believing relationships can remain unchanged: Transitioning from a current role to a managerial position brings about changes in dynamics both within and outside the workplace. As a manager, your focus should be on earning respect and ensuring top performance from your team, rather than striving for friendship.

While reducing social interactions outside of work and relinquishing the “one of the gang” status can be challenging, it is crucial to garner others’ compliance and establish yourself as the authoritative figure.

Treat your crew differently

Applying different standards to friends: Similarly, a manager must treat all employees equitably to gain trust as a fair leader. Matt Heller of Performance Optimist Consulting, a specialist in developing leaders in the hospitality industry, states that new managers can struggle with this issue by either favoring their friends and exempting them from the same standards applied to other staff members or demanding more from their friends to demonstrate impartiality.

New managers need to clearly communicate expectations to all staff members and follow through consistently. In situations where friends exert pressure for preferential treatment or leniency, it may be necessary to privately remind them of a manager’s obligation to remain unbiased.

I am here to change things asap

Implementing changes too hastily: Passion and forward thinking are commendable traits, but rushing into new ideas without taking the time to familiarize yourself with the environment or gain a strong following can create division.

“New managers need to remember that employees may initially have mixed feelings about the new leadership,” says Leigh Steere, co-founder of Managing People Better. “Some might be excited because they already know and like the person, while others might feel resentful for being passed over for promotion. There may also be skepticism due to past experiences with ineffective managers, leading to doubts about how you will be any different.”

Take the time to observe and inquire. For instance, if you have an idea for revamping the restaurant’s salad bar, study the current setup and engage in discussions with those responsible for its preparation, advises Steere.

“While being a student of your employees might seem ‘weak,’ it actually helps build relationships. By expressing interest in their work and demonstrating a willingness to learn from them, you communicate that you value their expertise. Employees need to trust you as a manager before they can embrace change.”

Who likes feedback anyway

Neglecting to provide proper feedback: Whether it involves offering praise or providing constructive criticism, managers need to provide regular feedback to team members. Unfortunately, new managers often find themselves too preoccupied to acknowledge exceptional performance or too apprehensive to address underperformance.

“Most people genuinely want to excel in their roles, which requires receiving feedback on both their strengths and areas that need improvement,” says Roberta Matuson, author of “Talent Magnetism: How to Build a Workplace That Attracts and Keeps the Best.” “New managers often mistakenly assume that employees should be aware of their performance without being explicitly told.”

Specific feedback helps employees understand precisely what needs to change. For instance, rather than saying “You need to be faster,” it would be more effective to say, “Please ensure that guests are offered a beverage within three minutes of being seated.” Similarly, demonstrating attentiveness and sincerity by praising specific outstanding achievements is more impactful than using generic phrases like “great job.”

If you want it done well, do it yourself

Hesitating to delegate: Finally, new managers frequently strive to make a positive impression and end up attempting to do too much themselves. It is important to remember that their role is to lead teams, not personally undertake every task. Allow your team members to shine by equipping them with the necessary tools and support. As Matuson explains, “We often believe that no one can perform tasks as well as we can, so we end up shouldering everything ourselves. Eventually, we find ourselves complaining about exhaustion. New leaders must learn to trust their employees; otherwise, there is no point in having a staff.”

Ultimately, your objective as a manager is to inspire and guide your employees so that, collectively, you can contribute to the organization’s goals. By remaining focused on this end result, you will avoid getting sidetracked by common pitfalls.