Our shop manager is a doer. His hands are on the machines because the right people aren’t working for him. He doesn’t give out enough warnings and says he doesn’t have time to look for people to hire. He’d rather do the work than step back and manage. What can we do to help him transition from doer to manager?
How to Go From a Doer to a Manager
First, let’s take a moment to acknowledge how tough this transition is. Moving from being a doer—someone who’s hands-on and in the trenches—to a manager is a leap that challenges both skillset and mindset. It’s not just about learning new processes; it’s about redefining how you see yourself and your role in the team.
The good news? No one is born a manager. Managers are made through practice, training, and support. Your shop manager can grow into this role with the right guidance.
Step 1: Understand the Difference Between a Leader and a Doer
Many employees struggle with the leap from individual contributor to manager because they’re used to getting results by doing. Leadership is about creating results through others.
What’s the Difference Between a Leader and a Doer?
- A Doer: Focuses on completing tasks themselves, solving problems directly, and owning individual outcomes.
- A Leader: Guides the team to solve problems, delegates responsibility, and focuses on team outcomes.
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Step 2: Transition the Mindset – From Doer to Manager
How to Transition Your Mindset from Doer to Manager
This mindset shift can feel uncomfortable at first. Letting go of control is hard, especially for someone who takes pride in being the person who gets things done. But managers must trade doing for coaching, problem-solving for strategy, and control for trust.
Action Steps:
- Practice self-awareness: Encourage your manager to reflect on what’s keeping them in “doer” mode. Is it perfectionism? Fear of failure? A belief that no one else can do the job as well?
- Teach delegation: Help them start small by handing off low-risk tasks. Over time, they can build confidence in their team’s abilities.
- Frame mistakes as learning opportunities: Let them know it’s okay if their team stumbles—it’s part of growth.
💡 Recommended Blog: Check out Getting Managers to Think Strategically, another great resource for developing leadership skills in your team.
Step 3: Develop Managerial Skills
How to Transition From an Individual Contributor to a Manager
Becoming a manager isn’t just about shifting mindset—it’s also about building the right skills. For someone used to doing, the skills of planning, organizing, and leading a team might feel unfamiliar.
Action Steps:
- Assess strengths and gaps: What does your manager excel at? Where do they need support?
- Provide training: Enroll them in courses on workflow management, team leadership, and communication.
- Schedule regular check-ins: Use these to discuss their progress and provide coaching.
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Step 4: Build Strong Recruitment Skills
Recruiting and building a strong team is one of the most critical responsibilities of a manager. Many new managers avoid hiring because they feel unprepared or overwhelmed, but this skill is essential for long-term success.
Action Steps:
- Practice interviewing: Sit in on interviews with your manager and provide feedback. Are they listening more than talking? Are they asking the right questions?
- Create a toolkit: Provide scripts for phone screens, in-person interviews, and follow-ups.
- Involve the team: Encourage your manager to seek input from peers or senior leaders during the hiring process.
💡 Recommended Blog: Read Handling an Employee Who Is Blaming Others for tips on addressing difficult behaviors and fostering accountability.
Step 5: Empower Them With a Second-in-Command
No manager can (or should) carry the entire load. A strong second-in-command ensures that when things get busy—or when your manager is out—the team keeps moving forward.
Action Steps:
- Identify a second-in-command: Help your manager choose someone who shows potential for leadership.
- Train them together: Provide similar training opportunities for both your manager and their backup to ensure alignment.
- Encourage balance: Let your manager know it’s okay to step away occasionally. Their second-in-command will handle the day-to-day.
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Final Thoughts: From Doer to Manager
The journey from doer to manager is challenging but rewarding. It’s about more than just learning to lead—it’s about stepping into a role where you empower others to succeed.
As a small business owner, your role in this transition is critical. By providing the right tools, training, and encouragement, you’re not just helping one employee grow—you’re building a stronger, more effective team.
Ready to develop strong leaders in your SMB? Let Strategy Leaders help you guide your team’s transition. Contact Us Today
