Stepping into a management role for the first time is an exciting milestone and offers many opportunities and challenges. For promotion to leadership to be successful as well as affirming, the right guidance and preparation is key. Many new managers find themselves navigating unfamiliar expectations, unclear responsibilities and a shift in workplace relationships – all of which can affect their confidence, effectiveness and job satisfaction.

For HR professionals and organisational leaders, providing targeted, supportive, early-stage development is essential to unlocking a new manager’s potential and ensuring they thrive.

Understanding the shift: From peer to leader  

Stepping up to lead former peers successfully is one of the most important transitions for new managers. This shift requires an adaptation to workplace relationships – from being “one of the team” to someone responsible for guiding, evaluating and influencing that team.

Alongside this change in dynamic comes a more fundamental shift in expectations. As individual contributors, people may be more highly valued for technical ability and task delivery. As managers, their performance is measured by their ability to lead others: to set direction, communicate clearly, make decisions and manage performance as well as for technical competence.

Our research and conversations with senior leaders reveal that new managers would benefit from more support and clarity as they often feel unclear about their role. Questions emerge over the simplest aspects of the job such as what their role should be in meetings, how and when they should report progress, and how actively they should participate in decision-making. When clear guidance is given, new managers can find their feet quickly and become effective in their new role faster. 

The hidden challenge: Changing peer networks and isolation

A more subtle challenge many new managers face is the change in their peer group. Previously, their primary network probably consisted of colleagues at the same level. As they transition into management, they are expected to integrate into a different peer set across the business: other managers and leaders.

Without a deliberate effort to build those new relationships, new managers can feel caught in-between – yet to be connected to their new peer group and no longer fully part of their former team. This can lead to feelings of isolation, which in turn affects morale and performance.

Creating a supportive environment where new managers feel they belong, in terms of both function and community, will ensure help to address any doubts they may have and help them to grow with confidence.

Communication and performance management: Skills that need support

Communication and performance management are two areas where many new managers need different capabilities. Providing feedback, facilitating team discussions, resolving conflict and empowering ownership and responsibility all require skills that need to be developed and acquired alongside a promotion.

A good example is giving developmental feedback, especially to someone who was recently a peer. Even praise and recognition can feel tricky without guidance. Training in these areas is crucial as many new managers fear saying the wrong thing or damaging relationships, which may lead them to avoid challenging conversations altogether. With the right support, managers can learn how to offer timely, thoughtful feedback that motivates and improves performance.

Why early development matters

Early support has a measurable impact. A survey by Ciphr found that 77% of managers who receive regular training report higher job satisfaction. When organisations invest in new managers early, they strengthen team performance, reduce the risk of disengagement and attrition and build a more resilient leadership pipeline.

The earlier this support begins, the more confident and capable new managers become, creating a strong, foundational launch pad for long-term success.

Five strategies for supporting new managers

To build capability and confidence from day one, organisations can implement a structured development approach that includes:

1. Comprehensive onboarding – Include leadership expectations, peer group introductions, deeper understanding of company culture, values and an introduction to key management responsibilities as well as logistical information.
2. Mentoring and coaching – Pair new managers with experienced leaders who can offer practical guidance, reassurance and a sounding board for challenges.
3. Training in core skills – Provide targeted training in areas such as communication, time management, feedback, delegation and handling challenging conversations and solution-orientation/problem solving – skills critical to effective leadership.
4. Regular feedback and check-ins – Establish structured opportunities for new managers to receive feedback on their leadership, ask questions and reflect on their development.
5. Peer support networks – Facilitate connections between new managers through forums, peer groups or learning cohorts. These communities encourage shared learning and reduce feelings of isolation.

Conclusion

The transition into a management or leadership role is brimming with opportunity. Organisations that provide thoughtful, structured development the moment a new manager is appointed ensure they are equipped to succeed. This in turn builds stronger teams, healthier work cultures and a more confident and comfortable generation of leaders.

By investing in new managers from the outset, we lay the groundwork for leadership that avoids typical pitfalls and challenges new managers face and sets them up for success.

Get in touch here to find out how MGI’s Voyage to Leadership management development programme can build a generation of successful leaders throughout your organisation.

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