Promoting your star performers into management roles is often a standard progression route and activity in many organisations. But without adequate support, these newly appointed managers often find themselves cast into the “leadership wilderness”.
The Dangers of Unprepared Promotions
When a high-performing team member is promoted, there’s an assumption that their previous success will translate seamlessly into the new role. In reality, management requires an entirely new skillset: leading people, managing conflict, delegating, and communicating clear goals.
Many people are given the title and responsibilities but little meaningful guidance, coaching or development. Often managers are simply expected to continue to perform very well in a role without receiving the resources or investment needed to thrive.
The Peer-to-Manager Transition
The move from peer to manager is one of the most personally and professionally demanding changes a person can experience. Suddenly responsible for people who were formerly friends and equals, the new leader may encounter pushback, scepticism, or comments like, “Now that you’re a manager, you think you’re better than me”.
Simultaneously, the new manager may struggle to assert credible authority, especially without the necessary training or backing from senior leadership. Both the manager and their team can feel unsettled and resistant during this adjustment phase.
Practical Steps to Support New Managers
Organisations must actively invest in the development of new managers. Not just with technical skills, but with support and engagement tools:
• Structured onboarding and mentoring. Assign experienced mentors to coach new managers through the transition. One-to-one support can be invaluable for dealing with both interpersonal and procedural challenges.
• ‘Soft skills’ development. Training shouldn’t just cover operational responsibilities, but also communication, conflict resolution, emotional intelligence, and team building and motivation.
• Empowerment and engagement. Rather than focusing on authority or “telling,” encourage new managers to learn how to engage, inspire, and delegate tasks while remaining approachable and supportive.
• Feedback and reflection. Regular check-ins and honest feedback help managers to adjust their style and build their self-confidence.
Building Confidence and Credibility
By providing tailored development programmes and ongoing support, organisations can help mitigate the difficulties of leadership transition. Investing in the personal growth of new managers fosters engagement, reduces resistance, and improves long-term outcomes for both the individual and the organisation.
So, promotion alone is not enough. With thoughtful training, mentoring and open dialogue, new managers can move confidently out of the leadership wilderness and become genuine leaders. This will benefit them, their team, and ultimately the wider business.
These observations, experiences and lessons are taken from my Exceptional Team Blueprint® book which is available on Amazon here.
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