Being a Good New Manager Is Not a Matter of Luck

Being a Good New Manager from the Start
We know from people manager assessment center data that being a good new manager is not a matter of luck.  When new managers falter, it is almost always due to a lack of management preparation and support.  And often the blame belongs to the leaders who promoted them into their new role without the proper preparation.

Leading Is Very Different than Managing
Many employees are promoted to management because of their success delivering results as an individual contributor combined with their technical or functional expertise. But one critical ingredient is often missing — the ability to get work done through others.  Too many new managers have not been taught how to effectively lead and coach people.

Research on New Manager Effectiveness
Most new managers struggle in their new role.

• Organizational culture assessment data uncovered that more than half of first-time managers receive no training when promoted.
• Our situational leadership experts report that 60% of new managers underperform during their first two years..
• Gallup estimates that managers account for at least 70% of variance in employee engagement scores across business units.  

Six Best Practices to Better Prepare New People Managers for Short- and Long-Term Success
Be sure you set up your new managers to succeed by:

1. Providing Targeted Management Development as Part of their Onboarding
   Signing managers up for training is not the same as preparing them to better lead, manage, and coach their teams as part of their onboarding process to people management. Standard off-the-shelf management training programs do not move the needle.  In fact, training measurement research shows that only 1-in-5 managers change their on-the-job behavior from stand-alone management development programs.  
   
   While management fundamentals are an important starting point, make sure that any new manager training focuses on the critical few management scenarios that matter most for their first twelve months in their new role.  Then make sure to customize the content and approach to each person’s specific role and development needs. Common scenarios for new managers to get right include the willingness and capability to:
   
   — Set clear team goals and accountabilities
   — Define clear team roles and responsibilities
   — Work across functions and teams
   — Balance being a player-coach across multiple projects
   — Lead change and handle complexity
   — Provide effective performance feedback
   — Increase employee engagement and retention
   — Communicate early and often
   — Run effective team and 1×1 meetings
   — Make sound decisions with limited information
   — Delegate tasks and empower their team
   — Hold team members accountable
2. Investing in Continuous Coaching and Feedback
   Organizations that invest in structured coaching and continuous development for new managers not only enhance leadership effectiveness but also drive stronger team performance and retention.  To change on-the-job performance and behavior from management training, acknowledge that there will be a learning curve and ongoing challenges. 
   
   Then provide consistent feedback, coaching, reinforcement, and support to let them know how they are doing and to provide advice on how to improve.
3. Assign Executive Sponsors or Mentors
   Research by the Harvard Business Review (Ragins & Kram, 2021) indicates that mentorship programs significantly improve managerial confidence and effectiveness.  Done right, mentorship accelerates learning by connecting new managers with experienced leaders who can provide timely and relevant guidance, feedback, and perspective within your unique culture.
   
   Executive sponsors can serve as sounding boards for strategic decisions and organizational navigation. Ideally, a mentor relationship allows new managers to openly discuss challenges without fear of judgment, reducing the likelihood of mistakes that could negatively impact their teams.
4. Encourage Peer Learning Networks
   Cohort learning communities can provide a safe space for new managers to exchange experiences, share solutions, and learn from each other. Facilitated discussion groups or virtual forums allow managers to collaborate on real challenges, whether it’s handling underperforming employees or implementing process improvements. Peer networks cultivate a sense of belonging, reduce isolation, and foster collective problem-solving.
5. Offer Targeted Learning Resources
   Access to curated learning resources ensures that managers continue developing critical leadership skills over time. This may include targeted leadership courses, webinars, self-paced microlearning modules, or articles on effective management practices. The goal is to use personalized development plans, informed by performance assessments and self-reflection, to help new managers to focus on areas with the highest impact for themselves, their teams, and the overall organization.
6. Measure Progress and Adjust Support
   To ensure coaching and support are effective, organizations must establish metrics that track managerial growth and team outcomes. Key performance indicators should be balanced and can include areas related to employee engagement, retention, and productivity. Continuous evaluation allows organizations to tailor coaching interventions, adjust learning resources, and address emerging gaps in leadership competencies.

The Bottom Line
The effectiveness of your managers matters too much to your overall business performance to neglect the thoughtful preparation of new and inexperienced managers.  They need targeted development opportunities early on, understanding and support as they move into their new position, and ongoing coaching so they have a chance to learn from their mistakes and continuously improve.  Do not leave the process up to luck.

To learn more about being a good new manager, download The Six Management Best Practices that Make the Difference between Effective and Extraordinary