My Daughter’s First Leadership Job
Several years ago, my daughter started university to study business, specialising in event management. This had been her career aspiration for some time, and I was thrilled when she also managed to secure a part-time job as an event coordinator at a local function centre.
The first few months went brilliantly. She quickly immersed herself in the role, taking on increasing levels of responsibility. Her manager was full of praise for her efforts and contributions, and she rapidly developed positive working relationships with her peers and other members of the team. She loved her work, gaining invaluable experience that also supported her studies.
About six months into the role, she came home from a shift and told me she’d been asked to take on more responsibility and lead a team. How fantastic! Her manager had recognised her drive and identified qualities that made her a natural fit for a leadership role. As both a parent and someone who works in leadership development, I was naturally proud.
But then I saw the fear in her eyes. While she was clearly thrilled to be recognised, it was also obvious that the prospect of stepping into her first leadership role filled her with significant doubt and anxiety.
It reminded me of just how challenging that first leadership transition can be. From managing former peers to motivating others, the emotional adjustment is often more daunting than developing the necessary skills. Promotions are often a reward for being an exceptional individual contributor, but we frequently underestimate the profound personal impact of such a change.
Leadership transitions occur at every level of the hierarchy, but one thing we must never overlook is the personal journey involved as individuals move from one level to the next. Research indicates that transitioning into a leadership position is one of life’s most difficult adjustments, ranking alongside personal illness and major life events. In fact, a DDI study on leadership transitions revealed that only one in three leaders felt confident in managing the challenges of a new leadership role.
For first-time leaders, the stress associated with these transitions can be particularly intense. For a 19-year-old with limited work experience, it can be especially daunting. The challenges of transitioning into leadership at the frontline often include:
Letting go of tasks and achieving results through others
Directing and coaching former peers
Strengthening personal commitment to the organisation and its goals
Balancing personal performance with team success
Shifting focus from individual tasks to team activities
Representing the team to others
In terms of resources, my daughter was fortunate. She had access to excellent materials I could share with her, as well as her own personal coach—me!
This experience close to home was a powerful reminder that leadership is ultimately a human endeavour. Too often, we treat leadership as a clinical, precise discipline. We discuss it in terms of accountabilities and responsibilities but often forget that behind every leadership role is a person trying their best amidst shifting expectations and uncertainty. It also reminded me that as practitioners in leadership development, we have an incredible opportunity to help shape better leaders for all aspects of life.
Six years on, my daughter is now building her own career in leadership development. I like to think that moment, and the support she received, helped her see the profound impact leaders can have and the immense privilege it is to support others on their leadership journeys.
Mark Busine