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Managing People for the First Time? Let Me Help With That
Created 5 years ago in Skills & Management / Leadership

Managing people for the first time is challenging for everybody. I remember the first time I transitioned to a leadership and management position, it was overwhelming from many aspects. Throughout my career, I mentored many first time managers and I've seen similar themes coming up over and over again.
There are a lot of mental challenges a leader should battle every day. For example, when you are used to doing individual contributor work, sometimes management responsibilities don't feel like "producing" since those tasks are not as clearly defined as turning in a report or committing a feature. The "reward" of doing work doesn't kick in within a short term and it causes a fast-track to burnout. That combined with all your team looking up to you for directions and path for their personal growth, your management chain having different expectations from the team and impostor syndrome is what breaks new managers.
Then there is
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Ismail Coskuner
I am a growth enthusiast who worked with companies in all different stages from seed to public. I care a lot about creating diverse teams and organizations in a sustainable way. I believe the great talent is grown, not hired. I get excited when I work with a teamful of people who are not afraid of challenges. Currently as an Engineering Manager at Lyft, I am leading a Growth Engineering team that focuses on spreading the Lyft brand and driving organic growth by building products that are useful, scalable and loveable at the same time. Prior to Lyft, I co-founded DataScore, a marketing technology and consultancy company that helped early-stage startups to get off the ground and grow into well-known brands. In DataScore, I had a chance to work with 30+ start-ups from different verticals and help them find their voices while learning about the unique challenges in their verticals. DataScore got acquired by Lyft, one of our bigger clients, in 2017.
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