A strong individual performer brings valuable knowledge into a management role. They also face a new kind of work: setting expectations, supporting others, and helping a team succeed.
Name the change in the job.
A promotion conversation should make the new responsibilities explicit. What decisions will the manager own? What should they delegate? How will they support performance and development?
Give them situations to practice.
Start with the moments they will encounter early: a one-to-one conversation, an unclear priority, a missed commitment, or a need to delegate. Discuss what a useful conversation could sound like, then give them room to practice.
- Setting an expectation without assuming it is understood.
- Listening before offering an answer.
- Giving specific feedback about a behavior and its impact.
- Following up on an agreement with clarity and respect.
A useful first question: “Which people-management conversation are you least prepared to have?”
Make support visible.
Agree on regular conversations with the new manager’s own leader. Use those conversations to discuss real situations, not simply to request status updates.
Build a shared language.
A focused development experience can give new managers common tools and a place to learn from one another. Connect the learning to the expectations you reinforce at work.
Bring the idea into your organization.
Tell us about the situation you’re working through and the people you want to develop.
Explore leadership developmentThis is proposed editorial copy for review by Dave and Christy before publication.
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