Developing New Managers

Make the shift from top performer to effective first-time manager

Why It Matters

Organizations usually promote their best individual performers, then leave them to figure out management alone. Many keep doing their old job, take on too much, and burn out, while the team waits for direction. A deliberate transition changes that. New managers who understand the role shift, delegate early, and set expectations in their first months build credibility faster. Their teams settle sooner, and the organization keeps both a strong performer and a capable leader.

Course Description

This is a transition course, focused on the first months in the role rather than on any single skill. Participants start by listing where their time goes today and sorting it into work they should keep, delegate, or stop. Discussion explores the identity shift from doer to leader and the pull to jump back into technical work. A delegation practice segment uses tasks from participants' actual jobs. Scenarios cover early moments that shape a reputation: the first team meeting, the first one-on-ones, managing a former peer, and asking your own manager for support. Each participant builds a first ninety days plan covering relationships, expectations, and quick wins, with a check-in date to review it with their manager.

Key Focus Areas

Participants explore and practice:

The mindset shift from individual contributor to manager
Deciding what to keep, delegate, or stop doing
Delegating real work with clear scope and authority
Holding first one-on-ones and the first team meeting
Building a first ninety days plan with your own manager

Learning Outcomes

Participants will be able to:

Sort current tasks into keep, delegate, and stop categories
Delegate an assignment with clear outcome, authority, and check-in points
Plan and lead an introductory one-on-one with each team member
Draft a first ninety days plan and review it with their manager

Who Should Attend

Newly promoted managers
Staff preparing for a first management role
Team leads moving into formal supervision
HR leaders building manager transition programs

Delivery and Customization

Examples, scenarios, and activities are adapted to your audience and goals. Delivery is available in person, virtually, or in a hybrid format, as a standalone session or as part of a series. Format and length are agreed during scoping.

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Middle Manager Essentials · Leadership & Management

Bring Developing New Managers to your team

Tell us about your audience and goals. We will follow up to scope objectives, format, and timing.

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