Are your new managers drowning?
We have this persistent myth that being excellent at a job automatically qualifies you to become a manager. It's like assuming a brilliant pianist can automatically conduct an orchestra - the skills are related but fundamentally different.
The promotion usually goes like this: Sarah's our top performer, she knows the business inside out, the team respects her, she's the obvious choice for team leader. What could go wrong?
Everything, as it turns out. Because management requires a completely different skill set from individual contribution. Sarah might know how to close deals, but does she know how to have a difficult conversation with someone who's struggling?
The numbers tell the story: Research shows that 60% of new managers fail within their first 18 months. Not because they're incompetent people, but because we promote them into roles they've never been taught how to do.
The cost of getting this wrong extends far beyond the struggling manager.
· Teams become demotivated.
· Good people leave.
· Projects suffer.
And the person you promoted (who was probably thriving in their previous role) now feels like they're failing at everything.
Why do we keep making this mistake? Most organisations assume management skills will just develop naturally. "They're smart, they'll figure it out." But management isn't something you absorb through osmosis. It's a distinct professional skill that requires deliberate development.
The five critical skills your new managers need
When new managers struggle, it's usually because they're missing one or more of these fundamental capabilities:
Skill 1: Difficult conversations
Most people have never learned how to have difficult conversations or give feedback. So they avoid doing so for months, hoping problems will resolve themselves.
Skill 2: Delegating properly
The psychological shift from "I'll just do it myself" to "How can I help you do this?" is enormous. New managers often struggle with delegation because it feels like they're being lazy or dumping work on others.
Skill 3: Getting priorities straight
Individual contributors usually have someone else setting their priorities. As managers, they're suddenly responsible for managing multiple people's priorities while having their own work competing for attention.
Skill 4: Building trust
Building credibility with people who used to be peers is genuinely tricky. Some try to maintain the same relationships as before, which undermines their authority when they need to make tough decisions. Others overcorrect and become overly formal, damaging relationships unnecessarily.
Skill 5: Energy management
Nobody prepares new managers for the mental load of being responsible for other people's work and wellbeing. They haven't learned to set boundaries between being supportive and being available 24/7.
The warning signs your new managers are struggling
Behavioural indicators you might notice:
They're working significantly longer hours but seem to be achieving less than before.
They're avoiding or postponing team meetings and one-to-ones.
They’re struggling with decision-making.
Team members are coming to you instead - this indicates the team doesn't see their new manager as effective.
They're constantly complaining about "difficult" team members without resolution. (Translation: they don't yet know how to manage different personalities and working styles.)
The ripple effects you'll see:
Team performance indicators start slowly declining
Team engagement surveys show decreased satisfaction
Good team members start asking about opportunities elsewhere
The manager becomes a bottleneck - tasks require more clarification and intervention.
The good news is that management skills can be learned. The conversation techniques, delegation strategies, priority management, relationship building, and time management - these are all teachable capabilities that can be practised.
Ready to give your new managers the tools they need?
Our management training covers essential management skills with practical frameworks managers can use immediately - because management shouldn't be something people have to figure out through trial and error!
← Or if you want more advice, check out this video where Paul Hodder breaks down a common mistake he sees with new managers!
