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The move into management is a significant step in anyone's career, not to mention terrifying one, writes Nathalie Towner. You will suddenly be responsible for a team of people who will be looking to you for direction, and senior management will expect you to fulfil key objectives. It will take time to earn everyone's respect and there will inevitably be challenges ahead as you learn to deal with conflicting expectations. Sometimes you might look back and think it was easier to stick with what you knew and have an easy life. But then you would be annoyed with yourself for missing your chance. Go for it, be prepared to listen and learn. Becoming a new manager is a fantastic opportunity to advance your career and grow as a person.

Take time to understand your role and what is expected of you and if necessary ask your line manager for clarification. Jennifer Penfold was promoted to staff development manager for Leicestershire social services, which involves training staff either in-house or commissioning courses externally. She found that the biggest change was the size of the job and having to understand the whole breadth of it. She spent a lot of time finding out what exactly was required of her. "I was looking at what the department needed, having meetings with service managers, team managers and senior managers. I did lots of research and spent a lot of time just getting my head round the issues," she says.

Use the skills you have

Not all the techniques required for management need to be learned from scratch. Penfold says she had already developed many key skills but had to learn to apply them in a new context. "I've been able to use the planning skills I developed as a social worker," she says. "I have also drawn on my practice work for people management skills."

Seek support

"There is nothing wrong with asking your peers what they would do in your role," says Martyn Sloman, adviser at the Chartered Institute of Personnel and Development. He recommends establishing a peer group network where you can ask for honest feedback. One of the worst faults of managers is to think they're good at something when they're not, so it is crucial to be aware of your strengths and weaknesses. "My line manager gave me frequent supervision so I could always check any queries with her and I also work very closely with my assistant managers," says Penfold.

Making the transition into management can be particularly daunting if you are also new to the organisation. You will have to earn the respect and support of your team. "Take time to read the situation and step back from making early judgements about team members," says Sloman. If you are promoted from within the team anticipate some difficulties at first as you all adjust to new relationships.

Workload challenges

The new manager will be pulled in all sorts of different directions and this will inevitably lead to a demanding workload. It is a stretching experience and time management can be a problem. "To start with when you're new you can let it get out of proportion and work and work and work," warns Penfold. She advises being disciplined and also being realistic about what can be achieved. "The workload is high but I'm part of a unit and it is the whole unit that delivers." Don't try to achieve too much too soon and put yourself under undue pressure. "Give yourself time to fit into your new role," advises Penfold. "You've been appointed because of the skills you have and you just have to learn to use them as a manager."