Becoming a manager

Taking the step to move from being an individual team member to having responsibility for others is a big change. However, whether you are working with others in a research group, a professional service area, or any other area of the University, most of us already know what a 'good' and effective manager looks like - you can draw on your own experience to think about how you want to lead and manage others. 

An effective manager is likely to:

• create an environment that optimises the well-being of themselves and others, by enabling individuals and the team to do their job well
• commit time to planning and managing individuals, the team and the workload
• review and make plans with individuals that include clear work objectives and opportunities for development
• ensure regular and constructive feedback in order to recognise and sustain effective performance and behaviour, and support development
• use regular 1 to 1 meetings, team meetings and other opportunities to encourage input, collaboration and good communication
• demonstrate skills to identify and solve problems objectively, and make decisions that are fair and justified
• manage challenges or conflict with a timely, consistent and supportive approach
• recruit well to appoint the best person for a role, plan induction and probation activities to ensure a positive and productive start and to build strong working relationships with others in the team
• lead by example, celebrate successes and learn from mistakes
• understand your role in supporting change for individuals and the team collectively
• build trust, motivate and support growing independence as skills, knowledge and experience increase
• take responsibility for developing their own skills, knowledge and experience in this area
• role model behaviour that is respectful, professional and supports a positive atmosphere

See Leadership and Management Guidelines for an overview.

Learning and developing these skills, knowledge and experience can happen in many ways. The majority of learning comes through day-to-day experience (and being reflective of what is working and what is not); some by learning from and with colleagues, and some via ​more formal input such as face-to-face or online courses. 

Below are some suggested options for those new to managing others – many would also be suitable for those aspiring to a management role, or to refresh their existing skills and knowledge. Ideally, engage with a combination of activities to encompass a broad approach to learning and development.

Browse PPD's full range of Leadership and management development options 

These include:

• scheduled sessions such as Induction For New Managers and Leadership Essentials
• bitesize resources such as Leadership and Management Guidelines and A Coaching Approach Using The GROW Model 
• online modules with filmed scenarios, such as Effective Staff Review And Development, Giving Effective Feedback and Leading Your Team Through Change
• recorded events such as PIs: Working Effectively With Your Postdoc and Being An Active Bystander
• podcasts and films with University of Cambridge colleagues, e.g. Using Leadership Styles Effectively and Management Responsibilities
• LinkedIn Learning titles, such as Leadership And Management - Essentials

Visit the Apprenticeships website for information about qualifications in this area. 

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Further development suggestions

• Work with your own line manager to build on this part of your role, for example, include discussions about this part of your work in your own 1:1s so you can reflect on how it’s going and find support as necessary.
• Work with, and learn from, other managers and colleagues to share good practice and support each other.
• Seek out a mentor to support with this particular part of your role – for example, in your current area or with a previous colleague, also see Self-Match Mentoring. 
• Externally, for example, Chartered Institute of Personnel and Development (CIPD) (you can register for online access without being a member) offers a range of resources and guidance for new managers and more broadly.
• Read, browse and search for books, articles and websites that support your learning in this area.
• Consider working towards a qualification e.g. an Apprenticeship in Leadership.

Stay interested in developing this part of your role. It is well recognised that if you are responsible for the work, behaviour and development of others, it is essential for your own wellbeing, and that of those in your team, to understand how you can create a positive environment that enables everyone to do their job well.