First Time Leaders Program

First Time Leader Programs are designed for people who have recently transitioned from individual contributor to team leader roles. The purpose is to make them aware of performance and skill set expectations from team leaders, including how these expectations differ from what was expected of them earlier.

Business Imperative

Businesses are often of the opinion that productivity of the technical and managerial hierarchy can be much higher. One of the key levers for increasing such productivity is to have effective managers leading teams. This calls for identifying, promoting and grooming individual contributors into team leader positions at a steady rate.

Viewed from the perspective of professionally trained employees, in most organizations, the opportunities to perform complex jobs as individual contributors (typically, advanced specialist jobs such as of scientists, analysts, and consultants) are few. On the other hand, the number of complex jobs that involve leading teams are aplenty and organizations are often on the lookout for able staff to be put into them. Such jobs require many skills and a certain orientation that the typical technically trained professional often does not have. Hence the need to work with those who have recently moved into such jobs, to enable them to make the transition, benefitting the organization and them.


Such interventions name the key challenges faced by individual contributors while transitioning to team leader roles. In doing so, they enable participants to make an internal transition, where they start to aspire to be effective in managing teams, and to grow by handling larger responsibilities by managing people and business.

The effect is to be seen in terms of team member engagement, and team productivity.


The transition from an individual contributor to a team leader role typically poses formidable challenges. In some ways, expectations from them change significantly. In addition, they have multiple responsibilities that they did not have earlier. It is not just about managing the work of some individual contributors. It is also about learning to manage the context of work for the team, including managing inter-departmental coordination. It is also about providing growth and development to the team members, beyond their current work.

In the face of these challenges, for many, staying an individual contributor starts seeming more attractive. Yet, employees are also aware that (in most organizations) their career ladders are stunted if they choose not to be team leaders.

These programs expose participants to the value of managerial work and the need to view their roles as important to achieve larger objectives that are close to their hearts, by delivering outcomes beyond what they can possibly ever do all by themselves.

Thought Leadership

On Minimum Government, Maximum Governance
Mr. Murthy’s shopping list of leadership qualities for the Infosys CEO-to-be
What should the Head Office of a conglomerate busy itself with?

Newsletter Subscription