Stepping into Leadership: Essential Strategies for New Managers

Stepping into the role of a first-time manager is an exciting career milestone, but let’s be honest—it can also feel overwhelming. You’re no longer just responsible for your own work; now, you need to guide, support, and manage others while keeping up with your own tasks. And yet, many organisations provide little to no training for new managers, leaving them to figure things out on their own.

The working habits that made you a standout individual contributor may not be the ones that will serve you well in leadership. Managing people requires a shift in mindset, a new set of skills, and the ability to adapt to the unexpected. So, how can first-time managers set themselves up for success?

In Episode 48  of The Better Workday Podcast, I speak with Sinéad D’Arcy, an Early Talent Strategist and founder of FUTURE-ROOTS, to explore what it takes to transition smoothly into leadership. With over 20 years of experience in early careers, Sinéad shares practical strategies to overcome management challenges and help teams thrive.

Key Takeaways from the Episode

1. Supporting Early-Career Talent: Building Programs That Attract, Develop, and Retain Top Talent

Organisations investing in early-career professionals—graduates, interns, and apprentices—see long-term benefits in talent retention, innovation, and leadership development. A strong early-career program isn’t just about recruitment; it’s about creating a clear path for growth. To attract the best talent, organisations need to offer structured learning opportunities, mentorship, and meaningful work experiences that align with the expectations of today’s workforce. Without a clear development plan, young professionals are more likely to leave in search of better opportunities.  

What organisations can do:

•  Design graduate programs with clear career progression and skill development.  
• Offer structured mentorship to help early-career employees navigate the workplace.  
• Align programs with Gen Z expectations—values-driven work, flexibility, and learning opportunities. 

2. The Role of Managers in Retention: How Leadership and Communication Make a Difference

Retention isn’t just about perks or salaries—it’s about how employees feel supported. A significant factor influencing whether employees stay or leave is their relationship with their manager. Research consistently shows that employees don’t leave companies; they leave bad managers. Strong leadership is about setting clear expectations, providing regular feedback, and fostering a positive work environment where employees feel valued and heard.  

What managers can do:  

• Communicate regularly with their team through structured one-on-one meetings.  
• Provide clear expectations and feedback to help employees feel aligned and supported.  
• Create a team charter to define roles, responsibilities, and preferred communication methods, reducing confusion and frustration.  

3. First-Time Managers’ Challenges: The Mindset Shift Needed for Success

Transitioning from an individual contributor to a manager is one of the hardest career shifts. Many first-time managers struggle with balancing their workload, managing people, and navigating the increased responsibility. Without the proper support, they may default to micromanagement, poor delegation, or feeling overwhelmed. Organisations that fail to provide training and mentoring risk setting these new managers up for failure.  

How organisations can support first-time managers:

• Offer training programs focused on leadership skills, workload management, and communication.  
• Encourage a growth mindset, helping new managers see their role as an opportunity to develop rather than a challenge to survive.  
• Help managers shift from focusing on personal performance to empowering their team through trust and delegation.  

4. Shifting Workplace Generations: How Gen Z is Redefining Leadership

Many organisations still think of Gen Z as entry-level employees, but in reality, they are already stepping into managerial roles. By 2026, Gen Z will outnumber millennials in the workplace, and their expectations for leadership, work-life balance, and workplace culture are different from previous generations. They prioritise flexibility, transparency, and meaningful work and expect their employers to do the same. Organisations that don’t adapt risk losing their best young leaders.  

How to adapt to this shift:

• Recognise that leadership styles need to evolve. Gen Z managers are more collaborative and feedback-driven.  
• Support flexible work models and autonomy; rigid structures will push them away.  
• Build a culture of coaching and continuous learning, ensuring these new leaders get the development they need.  

5. The Need for Human Skills Development: Balancing Digital and Leadership Training

As experienced leaders retire, they take decades of human skills—mentorship, communication, and relationship-building—with them. At the same time, organisations are heavily investing in digital transformation, often overlooking the need for leadership development. Without proper training, new managers may struggle with critical soft skills like giving feedback, managing conflict, and motivating teams.  

What organisations should prioritise:

• Invest in leadership development alongside digital upskilling. Organisations must equip managers with the skills to lead, not just the tools to work.  
• Encourage mentoring relationships. Retiring leaders should pass down knowledge through structured mentorship programs.  
•  Recognise that hybrid work requires stronger communication skills. With fewer face-to-face interactions, managers need intentional strategies for maintaining team connection and collaboration.  

Three Essential Tips for First-Time Managers

1. Identify Your Allies

As a first-time manager, your role extends beyond your immediate team—you’re now part of a broader ecosystem within the organisation. You’ll interact with various stakeholders, from your own manager to peers, cross-functional teams, and senior leadership. While it’s natural to focus on what they expect from you, don’t overlook the flip side—how can they support you and your team?

Take a proactive approach by mapping out key relationships within your organisation. Identify people who can offer guidance, provide resources, or help navigate challenges. Whether it’s a mentor who has been in your shoes, a colleague who can share best practices, or a trusted peer you can brainstorm with, building a strong support network will make your transition into management much smoother. And remember, support isn’t a one-way street—consider how you can add value to these relationships in return.

2. Expect the Unexpected

Many first-time managers fall into the trap of overplanning. In an effort to prove themselves, they fill their calendars to the brim, carefully structuring every minute of the day. The problem? Leadership is unpredictable. A team member might need urgent support, a project could shift unexpectedly, or a last-minute issue could demand your attention. Without flexibility in your schedule, these surprises can quickly derail your day.

Instead of rigid planning, embrace structured flexibility. Block out 1–2 hours in your calendar each day as an “unplanned” slot, reserved explicitly for handling unexpected challenges, having impromptu check-ins, or catching up on priorities that need extra attention. This simple shift allows you to respond to changes with confidence rather than stress, ensuring you stay available for your team without feeling constantly behind.

3. Encourage Upward Management

One of the biggest challenges for new managers is learning to let go. The desire to stay informed and in control can easily lead to micromanagement—a habit that stifles team productivity and drains your energy. Instead of trying to oversee every detail, focus on empowering your team to take ownership of their work.

Encouraging upward management means giving your team the autonomy to manage their tasks while keeping you informed in a structured way. One of the best ways to implement this is through regular one-on-one meetings where team members set the agenda. These check-ins should cover key topics like recent accomplishments, current priorities, and any roadblocks they need help with. When team members take the lead in these conversations, it fosters a culture of accountability and trust—freeing you from the need to micromanage while ensuring you stay informed on progress.

By shifting your mindset from control to coaching, you create an environment where your team thrives, and you gain the space to focus on higher-level priorities.

Final Thoughts

Stepping into a leadership role for the first time is a significant transition that requires both confidence and adaptability. The shift from individual contributor to manager brings new challenges, but with the right approach, it can also be incredibly rewarding.

Success in management isn’t about having all the answers. It’s about building strong relationships, staying flexible, and empowering your team to do their best work. By identifying your allies, leaving space for the unexpected, and fostering upward management, you’ll set yourself up for success while creating a work environment where both you and your team can thrive.

The workplace is evolving, and so are the expectations placed on managers. Organisations that invest in leadership development, prioritise human skills, and adapt to generational shifts will be the ones that retain top talent and build strong, resilient teams. If you’re a first-time manager, remember that you’re not alone—seek support, embrace learning, and trust that with time and experience, your leadership skills will grow.

If this article resonated with you, take a moment to reflect: What’s one action you can take today to become a more effective leader? Whether reaching out to a mentor, adjusting your schedule, or refining your communication approach, small steps can lead to big changes.

And if you haven’t yet, be sure to listen to Episode 48 of The Better Workday Podcast for even more insights from my conversation with Sinéad D’Arcy.

Until next time, stay well and have a better workday.