The problem with new managers
Barbra Carlisle • May 24, 2023
In the years I have been working on employee engagement and retention - the 'sticky middle' have often been called out by senior leaders as the reason why the business vision isn't being lived by the workforce, and why turnover is high.
What I have seen less of is support for new managers when they need it most - when they accept a role of managing and looking after people.
Research suggests that 70% of new managers fail in the first year - that is huge!
New managers can fail for a variety of reasons, but some common reasons include:
Lack of experience
New managers may not have the necessary experience to effectively manage a team. They may struggle with delegating tasks, providing feedback, and making decisions.
Poor communication skills
Effective communication is essential for successful management. New managers may struggle with communicating expectations, providing feedback, and resolving conflicts.
Inadequate training
New managers may not receive adequate training or support from their organisation. They may not have a clear understanding of their role and responsibilities, or they may not have the necessary skills to succeed.
Resistance to change
New managers may face resistance from team members who are resistant to change. They may struggle to implement new policies or procedures, or they may struggle to gain the trust and respect of their team.
Lack of support
New managers may not receive the necessary support from their organization, such as access to resources or guidance from senior leaders. This can make it difficult for them to succeed in their role.
Supporting new managers
Lets cut new managers some slack and actually effectively support them in the first year (and beyond).
What to do?
- Provide bespoke training and support that meets the individual manager's needs and not the usual catch all leadership training as this doesn't stick - Leadership Success do a great basic competency training programme that is bespoke to each individual manager
- Take the manager and their team through experiential training that focuses on working as a team. Such as GiANT OS high performing team training
- Set clear expectations and goals, and meet with the manager regularly and LISTEN to what they tell you - let it be a meeting where they own the agenda not you
- Create psychological safety that enables managers to tell you honestly how they feel
- Encourage managers to seek mentors within the business, or within the sector
- Provide managers with a professional coach to support their self awareness, confidence and ability to be the best manager possible!
For more information on supporting people as they transition into new management roles do email me barbra@gleecoaching.com or visit www.gleecoaching.co.uk
Introduction In today’s fast-paced, always-on work culture, leaders often find themselves consumed by operational demands, exciting things like emails, meetings, staff check ins, and the mountain of prepping and paperwork. But to lead well we need to redefine what we mean by our day to day priorities, and we need to manage our time. As a leader you need to be a step ahead, thinking of the future, whether that comes naturally to you are not. Strategic thinking is not a luxury; it’s a necessity. Why Strategic Thinking Matters Strategic thinking enables you to: Anticipate change and position you organisation for long-term success. Align teams around a shared vision. Innovate rather than merely optimise. Feel personally motivated and in control Recognise the value of delegation, which in turn supports the development of others The National Audit Office (NAO) highlights that while operational delivery is essential, senior leaders must adopt a “whole-system” approach that aligns policy, funding, and governance with long-term outcomes. I agree wholeheartedly with them! Beyond Time Management: Creating Strategic Space This isn’t just about blocking out time in your calendar., calling it focus time and then using that time to allow another meeting before the week is out. It’s about creating mental and organisational space for strategic reflection. Here’s how: 1. Delegate with Purpose Empower your team to own operational responsibilities. This builds capability and frees you to focus on the bigger picture. 2. Design Strategic Rituals Step back and ask: “What can I do as a leader that no one else can?” . Ask yourself "!what should I start doing, stop doing and continue to do". Weekly reflection sessions, quarterly off-sites, or even walking meetings can foster strategic clarity. 3. Build a Thinking Culture Encourage your team to think strategically too. When everyone is aligned on long-term goals, operational decisions naturally support strategic intent. It then becomes the norm to have time blocked out for thinking - time where you are not disturbed. 4. Use Strategic Frameworks Tools like SWOT, PESTLE, or scenario planning aren’t just for consultants. Use them regularly to challenge assumptions and explore new directions. Do it alone and with your team. This will create a culture of strategic thinking. 5. Get a Leadership Coach I would say this as a Leadership Coach but honestly getting a coach could be the single most important thing you do to unlock your thinking. With a Coach you talk things through, business and personal, freeing up time outside coaching sessions and not being consumed with things on your mind that you have not been able to share with anyone. Lots of my clients say to me " You are the only person I can speak to about this, I haven't told anyone, not even my partner about how I feeling about my role and life" And finally Strategic thinking isn’t a task it’s a mindset. Leaders who prioritise it not only future-proof their organisations but also inspire those around them to think bigger and bolder. Get in touch if you want to know more about developing a strategic thinking mindset
Taking the reins after a founder steps down is one of the most complex leadership transitions. Founders often embody the culture, vision, and identity of an organisation. So how do you lead effectively without being in their shadow? How do you make an impression? And how easy is it to make an impression when the person before you was the person who started the organisation? It is incredibly difficult, depending on the nature of the person before you , and the culture they created when they were the leader. New leaders often look to honour the past while creating new momentum - their way. It is a tension between respect and reinvention. Without trust and transition rituals, teams can stall in founder nostalgia. Here are a few tips for you to consider: Understand the Founder’s Legacy Before you start or at least in the first three months in role, take time to understand: What the founder stood for. What were their values, vision, and leadership style. What worked well and what may need to evolve. How the team in place feel about work and about the transition. Are they grieving, anxious, or hopeful? Strategies for a Successful Transition 1. Respect the Past, But Don’t Replicate It Acknowledge the founder’s contributions, but don’t try to be a carbon copy. Your leadership must be authentic to you. 2. Communicate Transparently Be open about your vision and how it builds on the founder’s legacy. Regular, honest communication builds trust and reduces uncertainty. 3. Engage Key Stakeholders From board members to frontline staff, involve people in shaping the next chapter. This fosters ownership and reduces resistance. It will involve a lot of active listening. 4. Establish Your Leadership Identity You have the opportunity to reflect on your unique strengths, what got you the job and what your purpose is as a leader. Use this insight to define your leadership narrative. 5. Balance Continuity and Change Identify what must stay (core values, mission) and what can evolve (processes, strategy). This balance reassures stakeholders while signalling progress. And finally Following a founder is not about copying, filling shows or throwing the baby out with the bath water. It’s about walking your own path while honouring the journey that came before. It is time for strategic thinking to help you set up for your own successes and to weather the storms of new transitions. With empathy, clarity, and strategic intent, you can lead your organisation into its next era. In the UK, leadership transitions are increasingly supported by structured development programmes that focus on emotional intelligence, strategic alignment, and stakeholder engagement. These resources can be invaluable during founder succession. I am always hear to help you navigate new transitions. Do reach out if you want to think about how to be the best leader, your own way.
