“He was brilliant as an individual performer – but struggled to find his footing as a manager.”
If you’ve spent any time in Learning & Development, chances are you’ve heard some version of that line before. It’s a familiar refrain in most corporate hallways: a high-performing individual contributor gets promoted to a managerial role – and then the real challenge begins.
We’ve found that transitioning from being an individual contributor to a people manager is one of the most underestimated shifts in the corporate world.
Related Reading: Top Skills Every New Manager Should Learn
Why is the transition so difficult?
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The skill sets required for the two roles are fundamentally different. Individual contributors thrive on personal achievement and technical expertise. Managers, on the other hand, are expected to bring out the best in others, balance stakeholder expectations, and drive outcomes through their team – not just by themselves.
Yet, most new managers are promoted for their past performance, not necessarily for their people skills. That’s where the gap lies.
So, what are the key challenges faced by new managers, and how can organizations better prepare them for success? Let’s explore:
1. Navigating the Shift in Dynamics
When someone is promoted from within the team, they suddenly find themselves managing people who were once peers. That shift can feel awkward – not just for the new manager, but for the team too.
We’ve noticed that first-time managers often struggle with setting boundaries without distancing themselves. The informal camaraderie may turn into uncomfortable hesitation and navigating that new power dynamic requires emotional intelligence.
L&D takeaway: Equip new managers with tools for establishing respectful authority and creating psychological safety from the start.
2. Time Management in a Dual Role
Being a manager isn’t about doing more – it’s about doing differently.
First-time managers often fall into the trap of trying to excel at their individual tasks while also taking care of the team. In our workshops, we often hear this frustration: “I feel like I’m doing two jobs.”
The key is in managing time like a portfolio. Prioritization becomes a superpower. Managers need to be taught how to delegate, plan proactively, and protect their energy for strategic thinking.
In our experience, teaching new managers to distinguish between urgent and important tasks has been a game-changer.
3. Driving Team Productivity (Without Being Overbearing)
Managers are responsible for team output – but the mistake we see many new managers make is trying to replicate their own working style across the team.
That rarely works.
Team members are unique – what motivates one might overwhelm another. Some respond well to autonomy; others seek guidance and check-ins.
We’ve found that helping new managers understand motivation styles and team personas creates a more empathetic, effective approach to performance management.
One-on-ones, clarity in expectations, and continuous feedback go a long way in building trust and driving results.
4. Communicating with Clarity and Consistency
Poor communication is often the root cause of poor performance.
In our conversations with new managers, many admit they struggle to say things clearly – whether it’s setting expectations, giving feedback, or asking for help.
Building the habit of clear, concise, and two-way communication early on can prevent misunderstandings and misalignment later.
In our learning interventions, we stress the importance of listening as a leadership skill. Managers must learn to listen actively, not just speak persuasively.
Related Reading: Active Listening : An Underrated Skill Of 21st Century
5. Letting Go and Learning to Delegate
For high achievers, delegation can feel like a loss of control. Many new managers worry, “What if they don’t do it as well as I would?”
But the truth is – delegation is not just about distributing tasks. It’s about growing others.
We’ve seen powerful transformation happen when managers are trained to delegate with trust, while still staying accountable for the outcomes.
Knowing when to step in and when to step back is a fine art – one that can be taught with practice and reflection.
6. Empowering vs. Micromanaging
One of the most common pitfalls for new managers is micromanagement. Often, it comes from a place of good intention – ensuring quality, protecting the team from failure. But the long-term effect is counterproductive.
Micromanaged teams tend to become disengaged, disempowered, and dependent.
We encourage new managers to coach more and control less. Empowerment doesn’t mean absence – it means providing clarity, support, and space.
Managers who resist the urge to jump in with answers, and instead ask thoughtful questions, foster more capable and confident teams.
Related Reading: The Power of Coaching
7. Developing Emotional Intelligence and Empathy
Modern workplaces require more than just technical competence. Today’s leaders must be emotionally intelligent – able to sense moods, respond with empathy, and manage interpersonal dynamics.
In our sessions, we’ve seen how practicing perspective-taking and empathy mapping makes new managers more human-centric.
The manager who takes time to understand what their team member is going through – personally or professionally – earns trust that no title can command.
Related Reading: Leaders Eat Last: Building Trust and Empathy for High-Performing Teams
8. Leading by Example (a.k.a. Walking the Talk)
Credibility isn’t granted with a title – it’s built by action.
First-time managers are often under a microscope. Every move, every decision is observed and interpreted. If you say one thing and do another, trust erodes fast.
We’ve found that new managers benefit from learning the principle of modeling behavior – showing up consistently, keeping commitments, and owning their mistakes.
Leadership begins with self-leadership. When you raise your own bar, your team follows suit.
9. Being Okay with Vulnerability
There’s a myth that leaders need to have all the answers. New managers, in particular, feel pressure to appear confident and competent at all times.
But the truth is – vulnerability is not weakness. It’s honesty.
In our experience, managers who admit they’re still learning create psychologically safe spaces where others can do the same.
Saying “I don’t know, but I’ll find out” builds more credibility than pretending. It sets the tone for open dialogue, experimentation, and growth.
Related Reading: Building Psychological Safety
10. Mastering Constructive Feedback
Giving feedback – especially when it’s critical – is one of the most daunting tasks for first-time managers. Many shy away from it to avoid discomfort.
But withholding feedback is not kindness – it’s avoidance.
In our feedback workshops, we often say: “If you care, you share.”
Constructive feedback is a gift – when delivered well. It helps people grow, avoid repeat mistakes, and align to expectations.
Teach managers to focus on behaviors, not personalities. Be specific, timely, and kind – and always ask, “How can I support you going forward?”
Bonus: Adapting to Hybrid and Remote Management
This is one area we didn’t speak about much a few years ago – but it’s become a critical capability today.
Leading a hybrid or fully remote team requires a different toolkit. You can’t rely on hallway chats or informal bonding. Trust and connection need to be designed into the workflow.
We’ve seen success when new managers are trained in virtual presence, digital communication norms, and how to run effective remote one-on-ones.
Related Reading: Managing Hybrid Teams
What can L&D and HR do to enable new managers?
In our work with organizations across industries, here are a few things we’ve seen make a real difference:
- Start early: Begin leadership development before the promotion happens. Think of it as a “ready-now” pipeline.
- Blend learning: Combine workshops, coaching, self-paced modules, and on-the-job assignments.
- Peer learning circles: New managers learn well from each other. Create safe forums where they can share, reflect, and grow.
- Celebrate learning from failure: Encourage stories of missteps and what they taught. Normalize the learning curve.
- Invest in manager enablement: Don’t assume they’ll “figure it out.” Equip them with the tools and mindset to succeed.
Related Reading: Tips on HR Training for New Managers to Boost Engagement
Final Thoughts
The transition to management is one of the most important – and often most overlooked – journeys in a professional’s life.
In our experience, when organizations invest in supporting new managers holistically – through learning, coaching, feedback, and reflection – they don’t just build better managers.
They build better leaders, better teams, and ultimately, a better workplace.
We’d love to hear from you. What were your biggest challenges as a first-time manager? What kind of support made the biggest difference?
Let’s keep this conversation going.
Related Reading: The Journey of Developing New Managers: Steps to Success
