Episode 262 Transcript:

0:00:00 Ramona Shaw: Welcome to this episode of The Manager Track podcast. I have something pretty special for you or different and unique than what you usually get on this podcast. I’ll tell you shortly what this is going to be about.

0:00:11 Ramona Shaw: Here are the two questions this podcast answers.

0:00:14 Ramona Shaw: 1.

0:00:15 Ramona Shaw: How do you successfully transition into your first official leadership role? And 2 how do you keep climbing that leadership ladder and continuously get promoted? Although the competition and the expectations get bigger, this show, The Manager Track podcast will provide the answers. I’m your host from My name is Mona Shaw. I’m on a mission to create workplaces where work is seen as a source of contribution, connection and personal fulfillment. And this transition starts with developing a new generation of leaders who know how to lead. So everyone wins and grows.

0:00:47 Ramona Shaw: In the show, you’ll learn how to think, communicate and act as a confident and competent leader you know you can.

0:00:53 Ramona Shaw: Be okay, so here’s the thing. I am traveling the week that I’m supposed to record a podcast and I’m in a hotel where I don’t have my usual mic, I don’t have a good camera with me. And so I’ve been thinking about, okay, how do I create a podcast that’s really useful, valuable, but doesn’t require me to have my usual setup? And so as it typically goes, in one of those moments where ideas just pop up, I thought, how about I upload my book the confident and competent New manager How to rapidly rise to success in your first leadership role to Google’s Notebook lm?

0:01:35 Ramona Shaw: And as you might know, this is a generative AI tool that allows you to do research and work with different sources. I often use it in order to organize and find research around psychology, neuroscience, behavioral studies, and so forth. But in that capacity, I use the tool to find the information and to summarize it. But what this tool also allows you to do is to create a conversational audio file that discusses the sources that you uploaded and made accessible.

0:02:06 Ramona Shaw: So I thought, let’s see what it delivers when I upload the book. Plus I added a few additional sources to make it even richer. So what you’re about to hear is that AI generated conversation. And every so often I will quickly stop and jump back in to highlight or emphasize what’s being discussed at the moment. The conversation though is really about that first time manager experience, so people moving into their first official leadership role and what that transition requires and what it’s like. I often say this is the biggest transition you’ll make in your career because not only does it require different skillset, no, it also Requires different mindset. And people are going to watch you to see are you able to shift from an ICN individual contributor into a leadership role. It’s more than just a skill upgrade or a new set of technical skills that you’re learning. It’s a completely different ball game.

0:03:04 Ramona Shaw: So let’s check in and see what these two voices will have to say about this transition. And I’ll be back in a little bit.

0:03:11 Ramona Shaw: Okay, so picture this. You’ve been knocking it out of the park as an individual contributor. Right. You know your stuff. You’re confident.

0:03:18 Ramona Shaw: Yeah, totally. You’re the go to person.

0:03:20 Ramona Shaw: Exactly. And then boom, you get promoted. Suddenly you’re leading the team.

0:03:24 Ramona Shaw: Yeah.

0:03:24 Ramona Shaw: And it hits you that what made you great before, it’s not quite the same skill set needed now.

0:03:32 Ramona Shaw: It’s a huge shift, isn’t it? Especially for people stepping up because they were so competent. Managing people is just. It’s a different beast altogether.

0:03:40 Ramona Shaw: Absolutely. And that’s precisely what we’re diving into today. This is for you, the new manager who’s coming in strong, confident, competent. We want to unpack how to make that transition know, really work for you.

0:03:52 Ramona Shaw: We’ve got some great material to draw on. The great CEO within gives that broader view on like leadership habits and building companies.

0:04:00 Ramona Shaw: Right. The big picture. And then we’re really zeroing on the confident and competent new manager, which is, well, it’s tailor made for this exact.

0:04:08 Ramona Shaw: Moment and they complement each other so well. I think you get the high level strategic thinking from one and then these really practical, actionable steps from the other for, you know, those first crucial months.

0:04:18 Ramona Shaw: Our goal here is simple. Pull out the key strategies you can actually use like right away to help you leverage those strengths you already have, but also build those new leadership muscles fast. Think of it as a shortcut to being a really effective leader, someone who empowers their team.

0:04:36 Ramona Shaw: Okay, where should we start? The big one.

0:04:38 Ramona Shaw: Yeah, let’s tackle the first major mind bender. Shifting from doing the work yourself to, well, influencing others to do it.

0:04:45 Ramona Shaw: Ah, yes. This is fundamental and it rubs right up against that confidence that got you promoted, doesn’t it? Because deep down you probably think my way is the best way.

0:04:54 Ramona Shaw: Yeah, guilty as charged sometimes I bet. But management means trusting your team, right? Letting them find their best way, even if it’s not your way.

0:05:02 Ramona Shaw: Exactly. It’s about providing those opportunities for them to learn and grow instead of constantly jumping in to, you know, fix things. There’s a great quote mentioned something like he never micromanages. He’s just so confident and trusts us.

0:05:16 Ramona Shaw: Oh, I remember that.

0:05:17 Ramona Shaw: Trusts us with what we do. That level of trust, what does it actually like unlock?

0:05:22 Ramona Shaw: Well, it breeds autonomy. Right. And autonomy fuels ownership. People feel trusted, they step up, they get invested. The confident, incompetent new manager has this story about Jen. A manager who was always like down in the weeds.

0:05:35 Ramona Shaw: Right, Jen, what happened with her? What clicked?

0:05:37 Ramona Shaw: She basically realized she was so caught up in making sure everything was done her specific way, she wasn’t letting her team breathe, you know. So she made a conscious shift, focused on influencing, setting clear expectations, guiding but not doing.

0:05:51 Ramona Shaw: And the result?

0:05:52 Ramona Shaw: Pretty amazing, actually. She got back something like seven hours a week, an entire workday, practically time. She then poured into more strategic stuff which boosted her team, her department, and honestly, her own visibility in the company. Wow, seven hours. That’s huge. It really shows how stepping back can actually propel you forward strategically.

0:06:11 Ramona Shaw: Totally. And the book has these self assessment questions that are really good for this. Like, do I really trust my team with important stuff or do I push them to tackle challenges? Do I let them own it?

0:06:22 Ramona Shaw: Yeah. They force you to look at your actual behavior, not just what you think you do. It’s easy to say I trust my team, but do your actions show it?

0:06:29 Ramona Shaw: Exactly. And it forces you to redefine what productivity even means for you. Now it’s not your personal checklist anymore. It’s about your team’s effectiveness. Your job is enabling their success.

0:06:39 Ramona Shaw: So your to do list changes from tasks to like support and direction pretty much.

0:06:45 Ramona Shaw: And, you know, thinking. We heard this great tip from an exec. Block out an hour every single day just to think strategically. No emails, no meetings, just think.

0:06:54 Ramona Shaw: That sounds like gold.

0:06:55 Ramona Shaw: Yeah.

0:06:56 Ramona Shaw: Protective thinking time.

0:06:57 Ramona Shaw: Okay, I wanted to quickly jump back in here. This is a really, really important shift and it’s something that comes up in the leadership accelerator, our new manager program all the time where people are wanting to be extra helpful and they’re used to doing the tasks and they know that they can do it well, in fact, trust themselves the most to deliver a good output. And that’s totally normal. It is what made them successful. It’s probably what got them promoted.

0:07:25 Ramona Shaw: But now it is that constant evaluation of should I be doing this or should I take a step back? And in order to lead well and scale your impact and create results with other people, not as an individual, is only possible if you create a bit of a vacuum, like an empty space in front of you. So instead of you jumping in and doing all the work, you’ve got to leave room for other people to own it, to grab it, claim it and expand their ownership. And as a result of that, they will elevate.

0:08:02 Ramona Shaw: For example, if you are on an email, this is a super simple one, but I hope it illustrates the point. Let’s assume you have an internal or an external client. Your employee owns that relationship, but you are obviously overseeing it and everyone knows you’re the supervisor. So that internal external client sends an email to your direct report, but ccs you in that email. You get the email, you open it up, you see that your cc, you keep reading it and you immediately know the answer. You’re like, oh, I know exactly what they’re asking. This is only going to take me 20 seconds to respond to and I’ll be off my desk and it will feel good because I know it will be handled and it’s done with.

0:08:42 Ramona Shaw: In that moment, if you start typing that response to send back to the client and you’re even thinking that you’re doing something helpful to the team because you’re rolling up your sleeves and you’re jumping in to support the team who might already have a lot on their plate. And so you’re being helpful and you’re taking care of work. And I can totally understand where your intention is coming from, but what actually happens is you’re stepping into that territory.

0:09:09 Ramona Shaw: That is for your employee to claim your employee is responsible for that relationship. So all emails that are addressed to them directly and you’re only cc’d, you should not be responding to it is on them to either respond directly or if they do need help, to reach out to you and ask for your support. That’s the only way for them to fully feel like they have ownership over this client and this account.

0:09:37 Ramona Shaw: Everything else means you’re overstepping and not leaving that space for them to claim and elevate. So that is one quick example and super simple. But it shows up in so many different ways where managers with the best intentions then don’t leave room for their employees to grow, to feel challenged and to step up or at least claim full ownership of their current job and responsibilities. So this is a time to reflect quickly for yourself.

0:10:05 Ramona Shaw: Yeah.

0:10:05 Ramona Shaw: Is there something that I do where I feel like I’m helping, but really I might not? Okay, and with that, let’s get back to the conversation.

0:10:12 Ramona Shaw: Okay, so we’re shifting from doing to influencing. And a massive part of influencing is delegation, right? Yeah, but not just dumping tasks.

0:10:20 Ramona Shaw: No, not at all. It’s delegation as empowerment and the confident and competent new manager has this really neat framework. Three levels.

0:10:28 Ramona Shaw: Okay, what are they?

0:10:28 Ramona Shaw: Level one is basically do it exactly like this. Very little freedom. Level two is more like, here’s what I’m thinking. What are your thoughts? A bit more collaborative.

0:10:37 Ramona Shaw: Gotcha. And level three?

0:10:38 Ramona Shaw: Level three is figure out a game plan that’s maximum empowerment, real ownership for the team member on the how.

0:10:45 Ramona Shaw: That’s super helpful. It shows delegation isn’t just one thing. You can adjust it based on the.

0:10:50 Ramona Shaw: Task, the person, precisely. And the key, no matter the level, is crystal clear. Communication. The book talks about the three purpose, priorities and power.

0:11:00 Ramona Shaw: Purpose, priorities, power. Okay, break those down.

0:11:02 Ramona Shaw: Purpose is the why. Why does this task matter? Priorities are the key. Objectives, deadlines, you know, the critical stuff. And power is about their authority, what decisions can they make, what resources do they have, and crucially, how should they report back.

0:11:16 Ramona Shaw: So nailing those 3Ps up front prevents confusion later?

0:11:19 Ramona Shaw: Absolutely. It’s like a pre delegation checklist. Miss one and you might find yourself having to jump back in, which kind of defeats the purpose.

0:11:27 Ramona Shaw: Makes sense now. Okay, let’s be real. A big fear for new managers, especially confident ones, is what if they delegate and it doesn’t get done right. The temptation to just do it yourself is strong.

0:11:40 Ramona Shaw: Oh, totally normal fear. But the key is to see those moments not as failures, but as learning opportunities for them. And for you. The advice is don’t just take the task back. Dig in. Why did it go wrong?

0:11:55 Ramona Shaw: So investigate.

0:11:55 Ramona Shaw: Yeah. Were my instructions fuzzy? Did I not check in enough? Did they actually have the skills? Or maybe the bandwidth? Analyzing that helps you delegate better next time. It’s a skill you build.

0:12:05 Ramona Shaw: Okay. Learn from it. Don’t retreat. That connects really well to the next big shift, doesn’t it?

0:12:09 Ramona Shaw: Yeah.

0:12:10 Ramona Shaw: Moving from always giving advice to more of a coaching approach.

0:12:14 Ramona Shaw: Exactly. From advising to coaching. And this can feel really counterintuitive if you’re used to being the expert with all the answers. Your instinct is often to just tell people what to do, right?

0:12:23 Ramona Shaw: Solve the problem for them.

0:12:24 Ramona Shaw: But coaching is different. It’s about asking good questions, really listening and helping them find the solutions. It’s about unlocking their potential.

0:12:32 Ramona Shaw: So less telling, more asking.

0:12:33 Ramona Shaw: You got it. And our sources really emphasize curiosity here. There was a stat mentioned, I think from HBR, something like 92% of employees said curious people bring new ideas and it boosts job satisfaction and performance. Curiosity is key.

0:12:49 Ramona Shaw: So being curious yourself helps your team perform better?

0:12:53 Ramona Shaw: Seems that way. It’s about recognizing they often have the answers or can find Them. Your job is to help draw that out, not just provide it all. And interestingly, just jumping in with advice can actually make the other person less committed to the solution.

0:13:06 Ramona Shaw: Really? Why is that?

0:13:08 Ramona Shaw: Well, if they figure it out themselves, or at least feel they co created it, they’re naturally more bought in. Right. More invested in making it work.

0:13:15 Ramona Shaw: That makes sense. Ownership again.

0:13:17 Ramona Shaw: Yep. And just like before, there are some good self check questions. Like, am I genuinely curious about my team’s ideas? Do I bite my tongue and ask questions before I offer solutions? It’s harder than it sounds, especially the listening part.

0:13:29 Ramona Shaw: It’s easy to just wait for your turn to talk.

0:13:31 Ramona Shaw: Totally true. Listening is about understanding their perspective, trying to grasp why something makes sense to them, even if it seems off to you. There could be all sorts of things going on outside work skill gaps. Maybe they just don’t realize the impact.

0:13:45 Ramona Shaw: So digging into the why behind their actions or thoughts.

0:13:49 Ramona Shaw: Exactly. Approach it with curiosity, not judgment. And then instead of dictating the fix, you ask for commitment. Something like, okay, based on this, what are you willing to do differently going forward?

0:13:59 Ramona Shaw: Ah, putting the ball back in their court. That feels much more empowering.

0:14:03 Ramona Shaw: Definitely. Okay, next up, something absolutely critical. Feedback and recognition. You can’t lead effectively without them for sure.

0:14:11 Ramona Shaw: And they’re linked, aren’t they? Both build trust?

0:14:13 Ramona Shaw: Absolutely. The great CEO within really hammers this home. Frequent, transparent feedback is the bedrock of trust. Without trust, good communication just. It doesn’t happen. And feedback’s a two way street. How you receive it is just as important.

0:14:29 Ramona Shaw: Right there. Was that process outlined for receiving feedback? What was it? Listen.

0:14:33 Ramona Shaw: Listen first. Yeah. Don’t interrupt, don’t get defensive. Then acknowledge, repeat it back. Make sure you understood. Then appreciate it, even the tough stuff. Then accept it. Or at least acknowledge their point respectfully if you disagree. And finally act on it.

0:14:49 Ramona Shaw: And crucially close the loop. Right. Let them know what you did.

0:14:53 Ramona Shaw: Yes. That follow through is key. It shows you took it seriously. It builds that culture where feedback is seen as helpful, not harmful.

0:15:02 Ramona Shaw: Okay, so that’s receiving. What about giving feedback effectively?

0:15:05 Ramona Shaw: Well, the confident and competent new manager offers a really simple, practical format. It’s called like and Wish that.

0:15:12 Ramona Shaw: Like and Wish that. How does that work?

0:15:14 Ramona Shaw: In meetings or one on ones, you start with something specific you liked. I really liked how you handled that client call. Then you follow with and I wish that next time you’d consider framing it as a suggestion for the future.

0:15:25 Ramona Shaw: Okay. I like that. It balances the positive with the constructive. Simple, direct.

0:15:29 Ramona Shaw: Exactly. And then there’s Recognition, which is related but distinct from feedback on specific tasks.

0:15:36 Ramona Shaw: Right. Recognition is more about acknowledging effort, contribution, making people feel seen and valued.

0:15:42 Ramona Shaw: Precisely. And it needs to be consistent, not just a yearly bonus or an occasional good job. The book mentions leaders like Doug Conan at Campbell Soup sending thousands of handwritten thank you notes.

0:15:54 Ramona Shaw: Wow. Thousands.

0:15:55 Ramona Shaw: Yeah. And Mark Zuckerberg apparently committed to writing at least one thank you note every day. It shows it needs to be like a systematic practice.

0:16:04 Ramona Shaw: That’s commitment. And the key is making it specific.

0:16:06 Ramona Shaw: Yeah.

0:16:07 Ramona Shaw: And focusing on effort.

0:16:08 Ramona Shaw: Absolutely. Instead of you’re a great designer. Say. I was really impressed by your attention to detail on those mockups and the effort you put into iterating. It tells them what you value.

0:16:18 Ramona Shaw: So vague praise like great presentation isn’t as useful.

0:16:21 Ramona Shaw: Not really. Compare that to the way you use storytelling in that presentation to explain the data was really compelling and helped everyone grasp the key points. See the difference. One is okay. The other actually motivates and guides future behavior.

0:16:35 Ramona Shaw: Much more impactful. And the advice is to actually schedule time for this.

0:16:39 Ramona Shaw: Yes. Block time in your calendar specifically to think about who deserves recognition and then actually deliver it. Don’t leave it to chance. Treat it like a priority.

0:16:48 Ramona Shaw: Got it.

0:16:49 Ramona Shaw: Okay. I want to quickly jump in and give you an example of how important it is to recognize the specific behaviors and efforts that someone puts in to their work versus just saying great job. So here’s the conversation that recently happened in one of our leadership accelerator weekly calls. So in that program we have small cohorts of new managers who are stepping into leadership roles and together they go through this program. It’s really a 90 day manager readiness program. It gets to do lead confidently and competently within 90 days.

0:17:21 Ramona Shaw: And one of the participants said after learning about this framework of how to recognize people, that for him this just sounds off, like this isn’t his authentic language and that he had a hard time imagining that he would actually go out and say these kind of things to him. And coming from a sports background, a a lot of it was about actual constructive feedback. Hey, do this better, do this more. And then if you recognize someone, you kind of celebrate it. Right. Hey, well done. Good job. Loved it.

0:17:48 Ramona Shaw: And so that kind of language and mindset to feedback is also what he implemented as a leader. He was really good with the constructive feedback. But then my challenge to him was, hey, change your framing a bit on how you recognize people and see what happens. Just as an experiment, see what happens. Come back next week or in two weeks and tell us what you’ve observed. And so he did come back and he said, hey, I wanted to follow up with you on what you suggested for me to do last week.

0:18:17 Ramona Shaw: I’ve started to change the way that I recognize people and really call out what I appreciated and how they went about a conversation with a client, or how they responded to a tricky situation that was conveyed over email, or how they presented something to a senior leader. And in those moments when I really called out their effort of their behaviors, they responded so positively to me sharing that. And I could really tell how they paid attention to doing that thing again that I called out last time around.

0:18:47 Ramona Shaw: So he was sharing that with us as a group and he said, look, I’m converted. I believe you now. You were right, this stuff really works. And I shared this example with you because you might also be thinking, that sounds weird, that’s not a big deal, but actually it makes a big difference. Other research that was published by HBR shows that the leaders who are the best at recognizing employees, so the top 10% on a scale, this was evaluated by their direct reports.

0:19:13 Ramona Shaw: So those direct reports who rated their leaders as the sort of at the top 10% range of the scale, those were also the employees who were most engaged and motivated. So the correlation between motivation and engagement and a leader’s ability to recognize is really strong. And to wrap this up, your ability to recognize effectively and to do so regularly is the most underused and yet at the same time, most effective development tool that you have in your pocket to support your team. Okay, I think I made my point, so let’s get back to the conversation.

0:19:51 Ramona Shaw: Okay. Another big shift moving from following directions to setting them for your team.

0:19:56 Ramona Shaw: Yeah, this is where you really step into that leadership role. It can be exciting operating at a more strategic level, but it can also feel like you’re being pulled in a million directions.

0:20:06 Ramona Shaw: That feeling of being stretched thin seems really common for new managers.

0:20:09 Ramona Shaw: Yeah.

0:20:10 Ramona Shaw: So how do you start setting direction effectively?

0:20:12 Ramona Shaw: Well, one really practical tool is the team SWOT analysis. Strengths, weaknesses, opportunities, threats.

0:20:20 Ramona Shaw: Oh yeah, swat.

0:20:21 Ramona Shaw: The recommendation is to do this regularly, maybe every six months, and crucially, involve the whole team. Get their insights on where you stand, where you could go, what might trip you up.

0:20:31 Ramona Shaw: That sounds like a great way to get buy in too. Not just insights, making it a shared process.

0:20:36 Ramona Shaw: Exactly. It builds that collective ownership of the strategy. And alongside setting direction, it’s vital to clarify expectations. And that’s got to be a two way street. It’s not just you telling them what you expect. It’s Also understanding their goals, their motivations, what they expect from you as their leader. That mutual understanding is huge for trust and performance.

0:20:56 Ramona Shaw: Okay, clear two way expectations. Makes total sense. All right, final point. We need to cover, and it’s a big one. To avoid micromanagement.

0:21:04 Ramona Shaw: Ah, the dreaded M word. Yet the micromanager style. It’s basically controlling the what and the how, dictating every little detail.

0:21:12 Ramona Shaw: And it just crushes productivity and morale, right?

0:21:15 Ramona Shaw: Totally. The stats are pretty Stark. Something like 79% of people have experienced it and for 85% of them, it’s seriously damaged morale. People leave jobs over it.

0:21:25 Ramona Shaw: That’s intense.

0:21:26 Ramona Shaw: And the tricky part is micromanagers often have no idea they’re doing it. It usually comes from a good place. You know, caring deeply, having high standards. But the impact is toxic. Disempowerment, feeling stifled, lack of trust.

0:21:40 Ramona Shaw: So for you listening, the confident new manager who does care about quality, how do you avoid falling into that trap unintentionally?

0:21:47 Ramona Shaw: Self awareness is key. Use those self assessment tools we mention. Honestly reflect. Am I focusing too much on the how? Am I giving people space? The goal, as the book puts it, is to be a coaching manager. High productivity, yes, but built on empowerment and strong rapport. Not control.

0:22:07 Ramona Shaw: Coaching, not controlling. Got it. Okay, so let’s try and wrap this up for you. The confident, competent new manager stepping up. We’ve hit on what, four big shifts.

0:22:17 Ramona Shaw: Yeah, seems like four key areas. Moving from doing to influencing, right? From advising to coaching, from just reacting to problems to empowering through smart delegation.

0:22:27 Ramona Shaw: And from following direction to actively setting it for your team.

0:22:31 Ramona Shaw: And underpinning all of that is managing your own mindset. Right? That self awareness piece, absolutely fundamental.

0:22:36 Ramona Shaw: That ability to understand yourself and manage your reactions. So as you’re processing all this, maybe think about just one or two things. What’s one small actionable step you can take? Like this week?

0:22:46 Ramona Shaw: Yeah, don’t try to boil the ocean. Pick something concrete and maybe a final.

0:22:50 Ramona Shaw: Thought to leave you with a question to ponder.

0:22:53 Ramona Shaw: Okay, let’s hear it.

0:22:54 Ramona Shaw: As you step into this leadership role, how are you going to consciously choose to empower your team? How will you redefine what success really means, not just for you, but for the people you now lead?

0:23:08 Ramona Shaw: Ooh, that’s a good one. Thinking about that long term impact, it’s not just about hitting targets this quarter, is it? It’s about building something sustainable, developing people.

0:23:16 Ramona Shaw: Exactly. And look, what we covered today is really just scratching the surface for sure.

0:23:20 Ramona Shaw: Lots more gold in there.

0:23:22 Ramona Shaw: Well, thanks. So much for joining us for this deep dive. Hopefully this gives you some solid ground to stand on as you navigate this exciting transition.

0:23:29 Ramona Shaw: Okay, I hope you enjoyed this conversation and diving into a bit of a summary in this format of my book, the Confident and Competent New Manager. We also, as you might have heard, included another resource called the CEO within. We will link to both of those resources in the Show Notes. If you want to check them out, head down to the Show Notes and grab those links. And if this really resonated with you, if you understand this transition is tricky and there’s a lot of stuff and there are a lot of skills and behaviors that you need to learn, then check out our Leadership Accelerator. It is our 90 day manager readiness program that is transformative and has delivered amazing results over and over.

0:24:11 Ramona Shaw: It’s truly a proven approach, structure and curriculum specifically designed for first time managers or for people who’ve been leading for a few years but never had foundational leadership training and they realize that there are some gaps to fill. So check out archova.org leadership accelerator to learn more. Again, all of that in the Show Notes as well. We will be back next week with another episode of The Manager Track podcast and we will be back to our traditional format and have audio on our podcast apps as well as the video on our YouTube channel. Thanks so much and I’ll see you then.

0:24:45 Ramona Shaw: If you enjoyed this episode, then check out two other awesome resources to help you become a leader people love to work with. This includes a free masterclass on how to successfully lead as a new manager. Check it out @archova.org/masterclass. The second resource is my best selling book the Confident and Competent New Manager. How to quickly rise to success in your first leadership role. Check it out at archova.org/ books or head on over to Amazon and grab your copy there. You can find all those links in the show notes down below.