Tips for Developing Leadership Skills as a First-Time Manager

A former colleague recently asked me what books or articles I recommend for onboarding as a new leader. Honestly? There isn’t much out there that’s recent and practical, focused on what you do as the leader, not what the company does to onboard you. What I did share were the tools I’ve created for myself and reuse every time I step into a new role. And since I’ve just onboarded as a new leader at F5, it felt like the right moment to share these more broadly. So here are my go-to tips for onboarding as a new leader 👇 (And if you want the PDFs I use, I'm happy to share. Comment “onboard” and I’ll send them your way.) Becky’s Tips for Onboarding as a New Leader 1. Spend time—real time—getting to know people This sounds obvious and is surprisingly hard to do well. It’s easy to feel like you “know” someone and then realize you don’t know why they’re here, what motivates them, or what matters most to them. The most important work of your first few months is understanding people and what makes them tick. For your team, use a structured “get to know you” format you both complete and discuss in 1:1s and a values exercise you can do as a larger group. For peers and senior leaders, prioritize curiosity over jumping straight into the work. Remembering something personal later builds trust—and in today’s workplace, trust is how work gets done. 2. Set expectations up front Leading with integrity means doing what you say you’ll do. I like to make this explicit by “contracting” with my team. I share a short leadership philosophy that outlines what they can expect from me and what I expect from them. This clarity removes ambiguity, builds trust, and creates a shared reference point for feedback—both giving it and receiving it. 3. Listen. Listen. Listen. (Then listen some more.) Many leaders come in looking for the quick win. That can work—but it can also backfire if you don’t have full context. Schedule lots of 1:1s across the business. Ask about history, decision-making patterns, and who else you should meet. This is how you build your internal network and avoid costly missteps. 4. Find your people Every role needs a few trusted “buddies”—often peers—who you can go to for gut checks, context, venting, and sense-making. Having people you trust at work isn’t just good for retention; it makes you a better leader. Spend time getting to know people. Set expectations. Listen deeply. Find your people. Do that well, and you’ve built a strong foundation of trust, which you can build upon. So…when do you move into execution mode? Happy to share more in another post if this is helpful—this one’s already a bit long 🙂 👇 If you’d like any of these, comment “onboard”: Get-to-Know-You Doc Values Exercise Peer & Leadership 1:1 Questions Leadership Philosophy Framework Photo: My first day at Uber in March 2016, which was the last job that I onboarded in person 😳

Transitioning from Peer to Manager: Advice for Success A conversation with a new manager reminded me of the challenges when transitioning from peer to leader. It’s not uncommon for subtle changes in tone or behavior to cause tension or mistrust. The key is navigating this thoughtfully to maintain relationships and ensure team success. Here’s my advice for new managers stepping into this role: 1. Acknowledge the Shift Be transparent about the new dynamic. Recognize the adjustment for both you and your team, and invite open dialogue to build trust. 2. Prioritize One-on-One Conversations Meet individually with team members to understand their perspectives. Ask questions like: "What’s one thing I can do to support you better?" 3. Stay True to Yourself You were promoted for a reason. Don’t feel pressured to adopt a different tone or style. Authenticity builds trust. 4. Avoid Overcorrecting Resist the urge to make sweeping changes or assert authority too quickly. Focus on collaboration and gradual improvements. 5. Share Your Vision Communicate your goals for the team and how you’ll support their success. Show them you’re focused on shared outcomes. 6. Model the Behavior You Expect Set the tone through your own actions, whether it’s professionalism, teamwork, or problem-solving. 7. Set Boundaries Respectfully Redefine relationships while maintaining a professional and respectful tone. Boundaries help reinforce your leadership role. 8. Embrace Emotional Intelligence Pay attention to how your team feels. Practice active listening, observe body language, and create a safe space for honest feedback. 9. Celebrate Team Successes Acknowledge and share wins to show your investment in their growth. 10. Commit to Continuous Learning Seek feedback and refine your approach. Leadership is an ongoing journey, and growth is part of the process. The transition to leadership is about building trust, staying collaborative, and focusing on the team’s needs. With authenticity and empathy, you can make this shift a win for everyone. What advice would you share with someone stepping into a leadership role? 👇

New managers often expect authority to come with the title. But it rarely works that way. When you move from being an individual contributor to managing others, you quickly realize that formal authority is a limited source of power. In fact, the people who most shape your success, your boss, your peers, even external stakeholders, are usually the very ones you can’t “tell” what to do. This means that being an effective manager is about learning to build trust, credibility, and influence without authority. It is not about leaning on your title. When I advise new managers, I often refer to Linda Hill's research on new managers. To me, it highlights some important lessons: (1) Organizations are inherently political. Politics isn’t necessarily bad. It reflects real differences in priorities, pressures, and perspectives. Your job is to manage those tensions productively, not wish them away. (2) Power comes from more than your role. Yes, authority matters. But credibility, expertise, effort, relationships, and visibility often matter more. (3) Credibility is the glue. People ask: Do you want to do the right thing? Do you know what the right thing is? Can you get it done? Until the answer is “yes,” influence will be elusive. (4) Map your interdependencies. Ask yourself: Whose cooperation do I need? Whose opposition could derail me? Who depends on me? Then invest in those relationships. (5) Step into others’ shoes. Understanding their goals, pressures, and incentives is the foundation of trust and influence. In practice: If you’re a new manager, focus less on asserting authority and more on cultivating credibility and networks of mutual expectation. Your real power lies in navigating interdependencies with empathy, clarity, and consistency. That’s how you move from “manager by title” to leader by influence. You can take this a step further. What I’ve seen in my own work is that the most effective managers go beyond managing politics and relationships: they use them as opportunities to create value. Instead of seeing influence as a way to “get what you need,” they frame it as a way to generate shared wins. This shift from a self-protective stance to a generative one builds stronger trust and accelerates innovation and collaboration across the organization. #collaboration #influence #manager #managing #leading #value #learning #leadership #coaching #advising #innovation

Being a first-time marketing leader managing a team is chaos. No one tells you how hard this shift actually is. You go from doing the work to managing people who do the work. Completely different skill. Here’s what I’ve learned the messy way 1. I tried to protect everyone. I thought being supportive meant shielding my team from pressure. What I’d do differently: give them context and trust them to handle it. It builds confidence way faster than constant rescue mode. 2. I gave direction, not vision. I was clear on tasks but not outcomes. What I’d do differently: explain the “why” before the “how.” People think better when they understand the goal, not just the steps. 3. I assumed silence meant alignment. I’d leave meetings thinking everyone was bought in. They weren’t. What I’d do differently: ask for real opinions in smaller settings where people feel safe to disagree. 4. I held feedback too long. I’d wait until it was “the right time.” It never is. What I’d do differently: share feedback in the moment while it’s still fresh and useful. 5. I blurred the line between trust and friendship. I wanted everyone to like me. What I’d do differently: be kind, but stay clear that my job is to help people grow, not to be their favorite coworker. 6. I avoided asking for help. I thought leaders were supposed to know what to do. What I’d do differently: ask for advice early. It saves time, builds trust and shows you’re still learning too. So yah. It wasn’t great. I failed a shit ton and continue to “fail” or find ways to get better. Being a marketing leader managing a team isn’t about doing more. It’s all about learning how to help others do their best work without losing yourself in the process. What mistakes have you made?

This took me 5+ years to figure out... The power of compounding in leadership. Successful leaders build: • trust • collaboration • psychological safety • momentum Here's my story: When I first became a manager, I had no idea what I was doing. I had only a few skills to effectively lead the team. And I soon realized that I needed more. So I read books and articles. I asked questions. I took courses to expand my skills and knowledge. And I learned that it's not any one action or idea. Instead, successful leaders understand how to compound their results. → 1% better every day = 37x better in a year Each action builds on other actions. Here are 10 areas on which to focus: 1️⃣ Hold 1:1s 1:1s provide opportunities to set goals, motivate, and give feedback together. ↳ Don't cancel or reschedule. ↳ Do ask questions and listen. 2️⃣ Communicate Teams thrive when there is clear, frequent communication. ↳ Don't hide information. ↳ Do repeat info through several mediums. 3️⃣ Delegate Responsibility Employees are more engaged when given the trust and responsibility to complete tasks. ↳ Don't abdicate responsibility. ↳ Do consider task-relevant maturity. 4️⃣ Set Goals The team should clearly understand what they are working towards, and how they contribute. ↳ Don't dictate goals unilaterally. ↳ Do allow for personal and stretch goals. 5️⃣ Share Knowledge Teams work more efficiently and effectively when accessing collective knowledge. ↳ Don't try to do everything yourself. ↳ Do have the team share best practices. 6️⃣ Ask Questions Questions signal that the team's opinions and insights are valued, promoting collaboration. ↳ Don't ask questions but ignore answers. ↳ Do pose open questions for more insights. 7️⃣ Give Feedback Feedback motivates employees and reinforces the right actions aligned with goals. ↳ Don't use the feedback sandwich. ↳ Do give sincere praise and celebrate wins. 8️⃣ Create Vision and Values Clear vision and values align your team around shared goals and guide actions. ↳ Don't set and forget your MVVs. ↳ Do involve the team when developing. 9️⃣ Promote Continuous Learning Investing in continuous learning leads to high engagement and retention. ↳ Don't be afraid to coach and mentor. ↳ Do view failures as learning opportunities. 🔟 Foster Resilience Resilience helps teams effectively manage challenges, as well as recover from setbacks. ↳ Don't ignore the impact of stress. ↳ Do set an example by taking time off. Although we expect instant results these days, you need patience to build a high-performing team. When you do these actions consistently over time, you let compounding work its magic! PS. Which of these do you find most challenging? ***** 👋 I'm Chris Cotter. 🔔 Follow for more on leadership. ✳️ I help managers level up for success / happiness. DM me!

I earned my promotion but I wasn’t ready for the leadership. Years ago, I was promoted to my first people manager role, a promotion I had worked incredibly hard for. I was thrilled, proud, and ready to lead. But I failed. It taught me that leadership isn’t just a title, it’s a transformation. If you’ve just been promoted to lead your peers, you’re not alone.   Here are five lessons and a few powerful questions that can help you navigate this transition with clarity and confidence. 1. Acknowledge the Shift Ask Yourself: 💡What do I need to let go of from my previous role to lead effectively? 💡How do I want to show up as a leader, not just a colleague? 2. Build Trust Through Transparency Ask Your Team: 💡What do you need from me as your manager to feel supported? 💡What are your objectives or goals and concerns about this change? 3. Redefine Relationships Respectfully Ask Yourself: 💡Am I treating everyone fairly, regardless of past closeness? 💡How can I balance empathy with accountability? 4. Lead with Curiosity and Courage Ask Your Team: 💡What feedback do you have for me as I grow into this role? 💡What would make this team even stronger under my leadership? 5. Invest in Development Ask Yourself: 💡How can I create opportunities for others to develop and grow? 💡What does success look like for each individual on this team? Leadership is a journey, not a destination. It’s not about having all the answers, it’s about asking the right questions, showing up with integrity, and growing alongside your team. If you’re navigating this transition and feeling the weight of it, know that you don’t have to do it alone. I’ve walked this path, stumbled, learned, and grown. Today, I lead global teams, and I coach emerging leaders through transitions just like this. I’d love to connect, share experiences, and support you as you find your footing and flourish in your new role.   Let’s talk. DM me or drop a comment if this resonates with you.

Two of my team members quit because of me. I was promoted into my very first leadership role, and I thought I had to prove myself. So I tried to “be the boss.” I stopped asking questions. I pushed harder than I needed to. And in less than 3 months, I’d alienated my entire team. It was a harsh wake-up call: Being a good leader isn’t about having all the answers. It’s about earning trust. And I was failing. Here’s what I wish I had known back then: → 87% of companies provide zero comprehensive training for first-time managers. → 40% of leaders derail their career trajectory in their first role. → 70% of disengaged employees cite their manager as the primary reason. No one tells you this when you get promoted: Your first leadership role isn’t just a promotion—it’s a complete career pivot that sets the tone for the next decade of your career. If you’re a new manager, here’s my best advice: • Start by listening. • Build trust before you lead change. • Invest in your growth early—it will pay off for years to come. 💡 What’s one thing you wish you had known before leading your first team? ⸻ 👥 If this resonates with you: I work with first-time leaders and executives to help them navigate these exact challenges—so they don’t repeat my mistakes. If you’re ready to feel confident and trusted in your role, DM me or check the link in my profile. #LeadershipDevelopment #NewManagers #CareerGrowth #LeadershipCoaching #WomenInLeadership

Leadership isn’t about managing people. It’s about managing your own ego first. Every great leader you admire started out unsure, overwhelmed, and full of questions. What made them stand out wasn’t perfection, it was growth. Over the years, I’ve coached hundreds of first-time managers, and one thing remains constant: You don’t have to know everything. You just have to lead smart, learn fast, and grow with your team. Here are 8 lessons I teach every new leader stepping into management for the first time 👇 1️⃣ Communication is everything Daily check-ins. Weekly syncs. Open-door clarity. You can’t fix what you don’t talk about and silence creates stories. 2️⃣ Delegation isn’t optional Start small. Build trust. Let go of control. The goal is to empower, not micromanage. 3️⃣ Empathy drives connection Listen first. Judge less. Understand more. Your team doesn’t follow titles, they follow people who care. 4️⃣ Goal setting keeps everyone focused SMART goals. Weekly tracking. Flexibility to pivot. Clear goals create confident teams. 5️⃣ Lead by example Be early. Be accountable. Be consistent. Your words teach less than your behavior does. 6️⃣ Keep learning, always Leadership is never “done.” Read. Learn. Reflect. Ask questions. The best leaders stay curious. 7️⃣ Give performance feedback regularly Make it specific, timely, and actionable. Don’t wait for annual reviews, guide growth in real time. 8️⃣ Celebrate small wins Recognition builds loyalty and motivation. Appreciation doesn’t cost anything, neglect does. These 8 principles shaped my leadership journey and the journeys of hundreds of professionals I’ve mentored. Because leadership isn’t about being the loudest in the room, it’s about being the one who listens, learns, and lifts others up. 💬 Remember this: You’re not expected to be perfect. You’re expected to grow. And when you grow, your entire team grows with you. 👉 If you’re preparing for your first leadership role or ready to stand out where you are, connect with me on DM if interested. Let’s design your personal growth plan to help you lead with confidence, communication, and clarity. Because leadership isn’t a position. It’s a practice. #Leadership #SnehaSharmaTheCoach #PersonalBranding #Clarity #Communication  #ManagerSkills

Just promoted someone to a people manager role? Here’s 5 tips to help them hit the ground running. (It’s not just a promotion, it’s a career shift. They’re going from doing the work to leading the people who do the work.) 1️⃣ Shift the mindset first. Being great at a job doesn’t automatically make someone great at managing. Managing people is a skill, not a reward for hard work. Help them see that early and set them up with some skills to 'onboard' into this new role. 2️⃣ Stop the hero complex. Most new managers think they're expected to have all the answers. (they think that expectation is coming from those that promoted them and the team). That’s exactly how overwhelm kicks in. Their job isn’t to save the day. It’s to set others up to succeed. Trust beats micromanaging every time. 3️⃣ Teach them the art of hard conversations. Conflict is part of the gig. It’s healthy when done well. Help them get comfortable with the uncomfortable - problems don’t fix themselves and their role is to work through them productively with the team. 4️⃣ Help them unlearn old habits. They were promoted because they were great at the job. But now their job isn’t to do the work, it’s to help others do it well. That shift takes practice. 5️⃣ Give them a support system. Managing people can feel pretty isolating at the start. Connect them with mentors, peer groups or learning that helps in the moment they need it. No one figures this stuff out alone. (I figured a lot of it out through making mistakes) Becoming a manager isn’t about climbing the ladder and ticking that promotion box - it’s about helping a team grow, not just get by. 🧠 What’s the best advice you’ve seen for new managers? 👉 P.s. If your new managers need to build these skills quickly, these lessons in Learna are a solid place to start: 'Switch from Doer to Leader' by Alana Bennett (know which mode you need to be in and when): https://lnkd.in/guFZWjZ4 'Fix the tension before it blows up' by Wade Kingsley (for steps and scripts on handling friction early): https://lnkd.in/gYKev9ep 'From mate to manager' by Leeat Bosco (the reset convo to navigate the relationship shift): https://lnkd.in/gdac6Ahe 'Connect when you don't click' by Lucy Allen (because you can't just manage people like you): https://lnkd.in/giGhZi2f 'Manage your team without doing it all' by Lauren Humphrey (steps to get you to this place': https://lnkd.in/ga3t_4xa 'Knowing how to delegate' by Richard Wentworth-Ping (tips on the comms that come with delegating and setting expectations clearly): https://lnkd.in/gMTCRZS3 #peopleskills #managertips #newmanager #teammanagement #learnatwork #microlearning

Leading a team is incredibly draining. When I transitioned to management at Google a few years ago, the sheer scope of responsibility was a shock. Suddenly, my role involved constant difficult conversations, handling escalations, mediating people conflicts, negotiating with other teams, supporting struggling team members , and taking full ownership of all team results. 🫣 Feeling overwhelmed and questioning career choices is a common experience for new managers. What I found most helpful was focusing on my team's growth and development; that's the key. Just some extra tips that might be helpful: 1) Put your own oxygen mask on first: You can't solve problems for others if you're running on empty. Find your reset buttons, re-energize, and commit to showing up.  2) Seek and give advice relentlessly: Both solicit feedback about your own performance and provide constructive, regular feedback to your team. It's the fuel for growth. 3) Find your tribe: Build a strong network of allies and coaches outside your direct reporting line. These are your sounding boards, your confidantes, and your cheerleaders. 4) Trust, Empower, and Delegate: You can't do everything. Trust your team, empower them, and delegate effectively. It's not just about offloading tasks; it's about developing your team members.  5) Embrace vulnerability: It's OK not to have all the answers. Being vulnerable with your team (appropriately, of course) can build trust and psychological safety. 6) Celebrate small wins: The big wins are great, but acknowledge the small, consistent efforts from your team. It keeps morale high and momentum going.