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
When I first stepped into a leadership role, I did what many of us do, I mirrored the leadership styles I had seen in action as a young professional. I had seen Cathy Garner at the Housing Corporation back in the mid 90s invite me to a senior level meeting and me to reply "Why Cathy I don't have anything useful to say" and her saying "Barbra it is about being in the room. Come, it will not be a waste of your time". Brilliant advice. I also sub consciously took in the directive leaders, the nice to face not quite so nice behind your back leaders and began to learn that leadership means different things to different people. I also experienced leaders who manipulated and coerced me into positions that were simply not comfortable for a young female professional. What I came to learn that I had to be naturally me as a leader. Yes I over share, yes I make light of things, yes I am a glass half full person. I worked on recognising when that style didn't bring the best out of the people around me and I flexed my style. Uncomfortable but definitely rewarding. We all have it in our gift to ask "what kind of leader do I actually want to be?" In today’s leadership landscape, especially in the charity and non-profit sector, authenticity isn’t just a nice-to-have — it’s essential. According to recent research from CIPD, only 26% of L&D leaders feel their organisations are truly receptive to their ideas. That disconnect often stems from leaders not feeling confident in their own voice, or unsure how to bring their full selves to the table. Or bringing their full selves without filters and being told they are too loud, too this or too that. Why your leadership style matters Your leadership style shapes how people experience you — and how they experience their work. When you lead in a way that aligns with your values and personality, you create psychological safety, trust, and clarity. When you lead in a way that feels performative or borrowed, it can create confusion or even mistrust. When you lead without any consideration of what it is like to be on the other side of you I am sorry to say you will fail. Because not everyone will work well with the natural you. At Glee Coaching, I often work with new CEOs and senior leaders who are still figuring out what kind of leader they want to be. Some are navigating imposter syndrome. Others are trying to balance being approachable with being strategic. The truth is, there’s no one-size-fits-all model. But there is a way to lead that feels like you — and that’s where the real impact happens. How to start finding your style Observe, but don’t copy. Learn from others, but filter it through your own values and strengths. Ask for feedback. Not just on performance, but on how people experience your leadership. Try tools that build self-awareness. Programmes like Discover Your Leadership Voice (which I run monthly) help leaders understand their natural communication style and how to adapt it to others. Reflect regularly. What’s working? What feels forced? What energises you? Leadership isn’t about being the loudest voice in the room. It’s about being the clearest, most consistent version of yourself — and helping others do the same. Get in touch if you want to chat about how you can find your own style of leadership that works for you and those around you.
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