New Managers

Becoming a manager is a profound shift—one that transforms an individual’s role from an executor of tasks to a leader of people. In disruptive tech companies, this transition is even more complex due to the fast-paced environment, high stakes, and ever-evolving organizational structures. New managers often find themselves in uncharted territory, where success depends on their ability to balance strategic vision, execution, and team development.

In developing talent within an organization, there are times where an individual contributor , often one that has excelled as an engineer, may be interested in becoming a manager. Developing new managers from within provides upward mobility for employees in a growing company. It leverages know entities, and has these advantages over hiring in new managers to place “above” existing talent.

Naturally, we want our employees to develop and grow and explore unknowns in their careers, and we want them to set them up for success in whatever new endeavors they explore. Even if it turns out not to be for them, there are usually lot of valuable lesson the walk away with.

If someone wants to move from engineering into management, it helps to ensure they aren’t doing this because they feel this is the path to upward mobility – there are others. They should also not feel this is a less challenging job – quite the opposite, they should be inspired by the complexities and uncertainties of helping diverse groups of humans navigate and conquer the complexities of systems for the business.

As a manager, they will have the responsibility and privilege to have a broader impact by motivating, growing and helping the individuals on their teams add more value to the business while feeling inspired in their work.

Paradigm Shift

New managers face a paradigm shift from one set of responsibilities to an entirely different set of challenges. Naturally, we want our employees to develop and grow and explore unknowns in their careers. We want them to set them up for success in whatever new endeavors they explore. If it turns out not to be for them, there are valuable lessons they’ll walk away with.

The transition from engineering into management should not be the only way to level up. New managers should also not feel this is a less challenging job. They should be inspired by the complexities and uncertainties of helping diverse groups of humans navigate and conquer challenges.

Is Becoming a New Manager Right for You?

A great way to help engineers appreciate how different being a manager is from being an engineer can be challenging. Hopefully, you’ll help them appreciate it’s best to ease into a new thing before discovering if it’s the right move. I like to start by telling them they should try before they buy. That starts with choosing management tasks they can take on to see if they like it and could succeed. To succeed, they need time for the chosen task and hence let go of some of their engineering work.

They should consider things they do and which ones they’d like to let go to take on a management task. More importantly, they should be clear what they absolutely want to hold on to. Monday, ask them what they decided they absolutely didn’t want to let go. Now, tell them, that is what you’re asking them to let go. Yeah, that’s their first disappointment as a manager.

It’s critical they appreciate why this is a good choice. To succeed as a manager, you need to think more about making others successful than making yourself successful. How excited and engaged will someone be to work on your least favorite task? Conversely, the thing you didn’t want to let go, is likely something pretty cool. It’s likely something your passionate about. Something you’d hate to see fail, is something you’ll be motivated to help someone else succeed with. Additionally, it’ll be something they’ll be excited to take on.

This is an opportunity to discover if you can find a passion for making someone else successful. It will be good to know if that exceeds your passion for doing it yourself. Here is one point where you might discover management is not as appealing to yours you first thought.

The Trial Period for a Manager

Trial tasks are much less painful than making someone “acting manager” and then having it not work out. Also, a try-before-you-buy allows them to learn in gradual transition. There is value in making the first trial task/project an exciting and enticing one. So, you might want to model giving up something you enjoy.

People Management for New Managers

The “trick” to test their resolve.

Tell them they should try before they buy and that you’ll choose management tasks they can take on to see if they like it and could succeed. In order to succeed, they need to devote some time to the chosen task and hence let go of some of their engineering work.

So, have them think over the weekend about all the things they do and which ones they’d like to let go to take on a management task and what they absolutely want to hold on to. On the following Monday, ask them what it was they decided they absolutely didn’t want to let go, and then tell them, that is what you’re asking them to let go. Yeah, that’s their first disappointment as a manager.

Now, tell them why: to succeed as a manager, you need to think more about making others successful than making yourself successful. If you were to give your least favorite task to another engineer, how engaged will they be and how engaged will you be in helping them? Presumably, something you really didn’t want to let go of, is something pretty cool to work on, something your passionate about, and something, as your baby, you’d hate to see fail is something you’ll be motivated to help someone else succeed at and something they’ll be excited to take on.

Passion to Lead

Also, this is your first opportunity to discover if you can find a passion for making someone else successful that exceeds your passion for doing it yourself. Here is one point where you might discover management is not as appealing to yours you first thought.

The other advantage of trial tasks, is that it’s much less painful than to put someone in the role of “acting manager” – if that doesn’t work out, it’s often tricky to step back out of that role. Basically, it’s better for someone interested in becoming a manager to try before they buy and first take on some managerial tasks. It could be project managing a project, coming up with a budget for the next quarter or year, mentor someone, … This allows them to learn on the job.

Note, there is value in making the first trial task/project an exciting and enticing one; however, after that, there is certainly also value in handing off a couple of mundane or rote tasks to ensure the manager to be appreciates that, as with most any job, there can also be things that are less appealing.

OK, so let’s say you succeed at a few tasks and tests thrown your way and you’re ready to try people management. It’s not ideal to use existing employees as guinea pigs for your fantasies of becoming a people manager – that may not be a nice thing to do to them. It’s less impactful to learn people management with interns. You need to commit to sticking with it through the internship. The interns gain the experience with a single manager for their internship. A good internship is also something that encompasses a project from concept to completion. This too is another good experience opportunity for a fledgling manager.

The Manager’s Intern Trial

As a new manager managing interns, there are two primary objectives. The intern should love the experience, and the new manager must decide whether they should return.

Trial Objective

At the end of the internship, interns should be very excited to come back. You should leave them with this desire regardless of how they fare. A good experience will help sway them to return. Furthermore, a good experience for less stellar interns allows them to return to school saying good things about your company.

Trial End

At the end of the internship, you’ll decide if we should make an offer to return full-time. Also,if they do come back and don’t succeed, it won’t reflect so well on your ability to assess their abilities. Much more importantly though, I will make it clear to you what burden of responsibility this places on you. Imagine a college grad all excited about their first job (if you did your job well in 1. above). You may have to disappoint them and let them know you won’t be extending an offer.

Conversely, if you do extend an offer, they may have to move a great distance to start. It may be a job that they excitedly tell all their friends and family about. It is their first real job in the real world. Now imagine they don’t succeed and you have to let them go. What did you just do to that human? What impact did you just have on them in their very first real job and start in life? How they will be viewed by friends and family? Imagine now that they end up in a strange city with few, if any, friends outside of work. Yeah, not such a great thing to feel you’ve just done to another human.

Trial Conclusion

Being a manager comes with tremendous responsibility that can feel like a real burden. Keeping them despite challenges after returning is also not a great experience for them or their colleagues or the business. Bearing the burden of such responsibilities for others is part of being a new manager. If, however, such decisions don’t phase you then I’d also argue, management is also not a good choice for you.

New Managers – Starting with Trust

Many factors influence whether you’d make a good or great manager and whether you discover a passion for it. Some of us discover a passion for helping others grow and go through Human Transformation. Similarly, helping someone else discover if being a Transformer is the path for them can require some maneuvering. It’s not the ideal path for everyone.

Help them appreciate that you have their best interest at heart in becoming a manager. This can also serve as good modeling for them. For them to have great relationships and success with their employees, they too should Start with Trust. It is such a powerful starting place for any new manager

For managers in an Agile organization, you may also find The Dark Side of Agile of interest.

Five areas of consideration in developing new managers

1. The Paradigm Shift: From Individual Contributor to Leader/Manager

The biggest challenge for new managers is moving from a mindset of personal achievement to enabling others to succeed. In disruptive tech environments, managers must adapt quickly and embrace new responsibilities. To do so, they need to recognize several key shifts:

From Doing to Delegating

Letting go of executing tasks personally and empowering the team is essential for scaling impact. Managers must learn to trust their team, define clear ownership, and create systems for accountability. As a result, they enable their team members to grow and contribute more effectively. (Harvard Business Review: Learning to Let Go)

From Specialist to Generalist

Developing a broader understanding of business functions beyond one’s core expertise is crucial. Many first-time managers struggle with this transition because they are often promoted due to technical expertise rather than leadership skills. Therefore, learning the fundamentals of finance, strategy, and cross-functional collaboration becomes essential. (First Round Review: The Ultimate Guide for First-Time Managers)

From Me to We

Prioritizing team success over individual performance is fundamental. The best managers recognize that their job is not to be the smartest person in the room. Instead, they focus on creating an environment where their team can thrive. This requires shifting focus from personal problem-solving to coaching, guiding, and facilitating. Consequently, teams become more autonomous and effective. (McKinsey: How Great Leaders Inspire Action)

From Task-Oriented to People-Oriented

Recognizing that the success of the manager is measured by how well the team performs, not by personal output, is a vital realization. Managing people requires emotional intelligence, active listening, and the ability to provide feedback effectively. Additionally, leaders must navigate difficult conversations and balance team morale with business goals. (Radical Candor: Giving Feedback that Helps)

For a more in-depth look at these transitions, check out The Making of a Manager by Julie Zhuo, which provides practical advice for new leaders navigating these challenges.

2. Core Skills for New Managers

As a new manager, it is essential to build a strong foundation of leadership skills. Mastering these core competencies will not only help new managers succeed but also empower their teams to perform at their best. Below are the most critical skills, along with references to further explore each area.

2.1. Coaching and Developing Talent

Great managers don’t just direct work; they elevate their team members. Coaching and mentorship play a crucial role in talent development, fostering career growth, and ensuring engagement. Rather than simply providing answers, effective managers guide their employees toward discovering solutions on their own. To achieve this, consider the following: High-Performing Teams Need Psychological Safety: Here’s How to Create It

Use powerful questions – Instead of giving directives, ask open-ended questions that encourage reflection and problem-solving.

Conduct regular 1:1s – One-on-one meetings should be more than just status updates. They should focus on employee development, removing blockers, and career progression. A great resource for structuring effective 1:1s is The Manager’s Path by Camille Fournier. (The Manager’s Path)

Foster psychological safety – Employees perform best when they feel safe to take risks, voice concerns, and offer ideas. Google’s Project Aristotle found that psychological safety is the top predictor of high-performing teams. (Harvard Business Review: Psychological Safety)

2.2. Communicating with Clarity and Context

New managers must refine their communication skills to ensure alignment and efficiency. In high-growth environments, ambiguity can create chaos. Therefore, clear communication is critical for success. Consider these key principles:

Context before content – Always explain the “why” before diving into the “what” and “how.” This approach fosters buy-in and ensures that team members understand the bigger picture. (Simon Sinek: Start With Why)
Manage up, down, and sideways – A manager must be effective in communicating with executives, peers, and direct reports. This requires adjusting the level of detail and focus depending on the audience. A great resource for this is Radical Candor by Kim Scott. (Radical Candor)
Cadence and consistency – Regular updates, team meetings, and clear documentation prevent misunderstandings. As a result, everyone remains aligned on objectives and priorities. (Harvard Business Review: Effective Communication for Leaders)

2.3. Decision-Making in Fast-Paced Environments

In disruptive tech, decisions must be made quickly yet thoughtfully. Therefore, new managers need to develop decision-making frameworks that balance risk and speed. Consider the following strategies:

The 70% Rule – Make decisions when you have about 70% of the information, rather than waiting for complete certainty. This allows for agility while reducing decision paralysis. (McKinsey & Company: Agile Decision Making)
Bias for action – Encourage experimentation and iteration. Amazon’s leadership principles emphasize making decisions quickly, knowing they can be adjusted later. (Amazon Leadership Principles)
Clear escalation paths – Not every decision needs to be made at the same level. Therefore, managers should establish when to make a decision independently and when to escalate to leadership. (Harvard Business Review: Delegating Decision Making)

3. Leading in a Disruptive Tech Environment

Leading in a disruptive tech environment requires managers to be adaptable, resilient, and forward-thinking. Unlike traditional corporate settings, disruptive tech companies operate in a state of rapid iteration, uncertainty, and constant evolution. Therefore, managers must embrace ambiguity, foster innovation, and build high-performing teams that thrive in fast-paced conditions.

3.1. Navigating Uncertainty and Change

Startups and high-growth tech companies thrive on change, which means new managers must learn to lead through uncertainty. More importantly, they must help their teams build resilience. Here’s how:

Adopt an adaptable mindset – Viewing change as an opportunity rather than a threat is crucial for success. Leaders who develop adaptability set the tone for their teams, making transitions smoother. (HBR: Adaptability – The New Competitive Advantage)
Lead with transparency – Being open about challenges, decisions, and company direction fosters trust. Teams are more likely to stay engaged when they understand the “why” behind decisions. (Radical Candor: Building Trust Through Transparency)
Model resilience – In uncertain times, team members look to their managers for guidance. Therefore, maintaining composure, demonstrating problem-solving skills, and focusing on actionable solutions can help teams navigate turbulence. (McKinsey: Leading with Resilience in Crisis)

3.2. Fostering a Culture of Innovation

Disruptive tech companies thrive on innovation. As a result, managers must create an environment where experimentation is encouraged and failure is viewed as a learning opportunity rather than a setback. Some key strategies include:

Encourage psychological safety – Teams perform best when they feel safe to propose new ideas without fear of judgment. Google’s Project Aristotle found that psychological safety was the number one factor in high-performing teams. (Google: Psychological Safety and High-Performing Teams)
Support calculated risk-taking – Disruptive innovation requires experimentation. Managers should create a culture where teams feel empowered to test new approaches while minimizing potential downsides. (Harvard Business Review: The Art of Smart Risk-Taking)
Iterate and learn quickly – In fast-paced environments, perfection is often the enemy of progress. Instead of over-analyzing, teams should embrace iterative development and continuous feedback loops. (Lean Startup Methodology: Build-Measure-Learn)

3.3. Balancing Autonomy and Accountability as a Manager

High-performance teams require both autonomy and accountability. A manager’s role is to create the right balance so employees feel empowered while still aligned with business objectives. Here are some ways to achieve this:

Set clear expectations – Define what success looks like from the outset. Ambiguity leads to misalignment, whereas clarity fosters execution. (Harvard Business Review: The Secret to Setting Expectations)
Trust, but verify – Giving employees autonomy doesn’t mean abandoning oversight. Instead, managers should implement systems like OKRs (Objectives and Key Results) to track progress while allowing teams to work independently. (Measure What Matters: How Google Uses OKRs)
Celebrate wins and learn from failures – Recognizing achievements and reflecting on challenges keeps teams motivated. High-growth environments require continuous learning, and managers who encourage retrospectives foster long-term success. (The Power of Retrospectives: Agile Retrospective Techniques)

4. Avoiding Common Pitfalls

Becoming a manager for the first time is a challenging transition. While new managers may be eager to succeed, they often fall into common traps that can hinder their growth and effectiveness. Recognizing these pitfalls early can help managers develop better strategies and create a more positive impact on their teams. Here are some of the most common mistakes and how to avoid them.

4.1. The Superhero Trap: Doing Instead of Leading

Many new managers struggle with delegation, leading them to over-function and under-leverage their teams. Often, they believe that doing the work themselves will be faster and more efficient. However, this approach prevents team growth and causes burnout.

Why it happens: Many new managers were top individual contributors before their promotion. As a result, they may find it difficult to let go of hands-on tasks and instead focus on leadership.
How to avoid it: Shift from a problem-solving mindset to a team-enabling mindset. Rather than solving problems yourself, guide your team members to solve them. (Harvard Business Review: Why New Managers Struggle to Let Go)
Further reading:The Making of a Manager by Julie Zhuo discusses how delegation is a key skill for successful management. (The Making of a Manager)

4.2. Conflict Avoidance: Failing to Address Issues Early

Many new managers avoid difficult conversations, leading to festering issues. Whether it’s addressing underperformance, resolving team conflicts, or giving constructive feedback, avoiding tough conversations often leads to bigger problems down the line.

Why it happens: New managers often want to be liked and fear that addressing conflict will damage relationships.
How to avoid it: Approach difficult conversations with Radical Candor—be direct, but show that you care personally. Constructive feedback should be delivered in a way that helps team members grow. (Radical Candor: Giving Feedback that Helps)
Further reading:Crucial Conversations provides a framework for handling difficult discussions in high-stakes situations. (Crucial Conversations)

4.3. Over-indexing on Processes Instead of Outcomes

While processes are important, new managers sometimes get too caught up in structure over results. They focus excessively on checklists, policies, and rigid workflows instead of guiding their teams toward meaningful goals.

Why it happens: Many new managers seek control and clarity in their new role, leading them to over-rely on strict processes.
How to avoid it: Focus on outcome-driven leadership rather than just enforcing compliance. Allow flexibility in execution while ensuring that key objectives are met. (McKinsey: Outcome-Based Leadership)
Further reading:Measure What Matters by John Doerr explains how OKRs (Objectives and Key Results) can help teams focus on impact. (Measure What Matters)

4.4. Micromanaging Instead of Empowering

New managers often struggle to strike a balance between providing guidance and giving employees autonomy. Instead of trusting their team, they micromanage every decision, which leads to frustration and disengagement.

Why it happens: New managers may feel pressure to prove their leadership ability, leading them to over-control rather than delegate.
How to avoid it: Shift from controlling to coaching. Provide support when needed but allow team members to take ownership. (Harvard Business Review: How Micromanaging Hurts Productivity)
Further reading:Turn the Ship Around! by L. David Marquet offers a compelling case for leader-leader management, where authority is shared across the team. (Turn the Ship Around!)

4.5. Failing to Develop Leadership Skills

New managers sometimes assume that their past technical expertise will be enough to succeed in leadership. However, management requires an entirely new skill set that must be developed over time.

Why it happens: Many companies promote employees based on performance rather than leadership potential, leading to skill gaps.
How to avoid it: Proactively seek mentorship, leadership training, and coaching. Investing in personal development is critical for long-term success. (First Round Review: The Ultimate Guide for First-Time Managers)

5. Building a Leadership Growth Mindset

Becoming an effective leader is not just about acquiring skills—it requires a shift in mindset. Managers who adopt a growth mindset—a term coined by psychologist Carol Dweck—are more adaptable, resilient, and open to learning. A growth mindset enables leaders to see challenges as opportunities, embrace feedback constructively, and continually improve their leadership approach.

5.1. Embracing Continuous Learning

Successful managers recognize that leadership is a journey, not a destination. Instead of assuming they have all the answers, they actively seek new knowledge, perspectives, and skills.

Develop a habit of self-reflection – Taking time to reflect on past decisions, interactions, and leadership approaches helps managers identify areas for improvement. Journaling or keeping a leadership log can be an effective tool. (HBR: Why You Should Make Time for Self-Reflection)
Read widely and seek mentorship – Learning from other leaders’ experiences can provide valuable insights. Books like Leaders Eat Last by Simon Sinek offer powerful lessons on leadership. (Leaders Eat Last)
Engage in peer learning – Participating in leadership groups, networking with other managers, and discussing challenges with peers can accelerate growth. Mastermind groups or executive coaching programs can be particularly beneficial. (McKinsey: The Value of Peer Coaching)

5.2. Seeking and Applying Feedback

Many new managers struggle with feedback—both giving it and receiving it. However, embracing feedback is essential for leadership development.

Encourage upward feedback – Strong leaders create an environment where team members feel comfortable providing feedback. Open-ended questions such as “What’s one thing I could do better as your manager?” can lead to valuable insights. (Radical Candor: Creating a Feedback Culture)
Develop emotional intelligence – Leaders who are self-aware and empathetic process feedback more effectively. Daniel Goleman’s work on emotional intelligence emphasizes how self-regulation and social awareness impact leadership success. (HBR: What Makes a Leader?)
Act on feedback and demonstrate improvement – It’s not enough to receive feedback—leaders must show they are making changes based on it. This builds trust and strengthens relationships with employees. (Harvard Business Review: How to Act on Feedback)

5.3. Cultivating Resilience and Adaptability

Disruptive tech environments are unpredictable. Therefore, managers must develop resilience and adaptability to navigate rapid change.

Develop a “fail forward” mindset – Failure is inevitable, but resilient leaders see setbacks as learning opportunities rather than as defeats. Encouraging a culture where teams analyze failures and iterate leads to continuous improvement. (The Lean Startup: Embracing Failure)
Manage stress and prevent burnout – Leadership can be demanding, and burnout is a real risk. Managers should prioritize self-care and set healthy boundaries. Techniques such as mindfulness and time management can help maintain balance. (McKinsey: Preventing Burnout in Leadership)
Stay curious and embrace new ideas – Leaders who remain open to change, new methodologies, and emerging trends stay ahead in their industries. Continual curiosity and adaptability are key traits of successful leaders. (Forbes: The Power of Curiosity in Leadership)

5.4. Leading with Purpose and Vision

A growth-oriented leader does not just focus on day-to-day management. Instead, they work to inspire their teams with a clear vision and a sense of purpose.

Define a compelling vision – Leaders must articulate where they want to take their teams and why it matters. When employees understand the broader mission, they are more engaged and motivated. (Start With Why: Simon Sinek)
Lead by example – Growth mindset leaders don’t just talk about values; they embody them. Demonstrating integrity, accountability, and a commitment to development encourages teams to do the same. (HBR: The Best Leaders Lead by Example)

The Pros and Cons of Promoting from Within

One of the key decisions organizations face is whether to promote managers from within or hire externally. Each approach has distinct advantages and drawbacks, and in today’s job market, companies may find themselves weighing these considerations more carefully than ever.

The Case for Promoting from Within

Developing internal talent and promoting from within has long been considered a best practice for building strong leadership. This strategy helps maintain organizational stability, fosters loyalty, and ensures that managers have deep institutional knowledge.

Familiarity with Company Culture – Internal promotions leverage known entities who already understand the company’s mission, vision, and values. Since they have already assimilated into the culture, they are less likely to disrupt team dynamics. (Harvard Business Review: Why Promoting from Within is Good for Business)
Career Growth & Retention – Providing upward mobility fosters employee loyalty and engagement. When employees see a clear path for advancement, they are more likely to stay with the company long-term. (Gallup: The Power of Internal Promotions)
Shorter Ramp-Up Time – Existing employees already understand the workflows, tools, and organizational structure, reducing onboarding friction. Because they already have established relationships within the company, they can transition more smoothly. (SHRM: Benefits of Internal Promotions)
Stronger Team Relationships – Internal promotions often maintain established working relationships, reducing team disruption. Since they have built credibility within their teams, employees may be more willing to accept their leadership. (MIT Sloan: The Hidden Benefits of Internal Promotions)

The Case for Hiring Externally

While promoting from within has clear benefits, there are times when bringing in outside talent can be the right decision. In today’s job market, where experienced managers are actively looking for opportunities, companies may be able to level up their talent significantly by hiring externally.

New Skills and Experience – External hires bring fresh insights, industry best practices, and expertise that may be lacking internally. Especially in rapidly evolving fields, hiring externally can introduce new ways of thinking and more innovative problem-solving approaches. (Harvard Business Review: The Benefits of Hiring from Outside)
Stronger Leadership Readiness – Experienced managers from other companies may be more equipped to handle leadership challenges from day one. They have likely encountered a wider variety of challenges and can apply proven strategies to their new roles. (McKinsey: Leadership Development Strategies)
Broader Perspective – Hiring from outside introduces diverse viewpoints that challenge status quo thinking. Particularly for organizations that have been operating in a silo, external talent can bring a much-needed fresh perspective. (Forbes: The Value of External Hiring)

The Risks of Over-Reliance on External Hiring

While hiring externally can bring significant advantages, organizations should be mindful of the potential downsides.

Longer Integration Period – External hires require time to acclimate to company culture, processes, and relationships. If they do not receive proper support, they may struggle to gain credibility with their new teams. (SHRM: Onboarding External Leaders)
Potential Resistance from Existing Team – Employees may feel overlooked if an outsider is placed in a leadership role. This can result in disengagement, resentment, and even increased turnover. (Harvard Business Review: Managing Employee Morale After External Hires)
Cultural Disruption – A culture of constantly swapping out talent can create an environment of fear and distrust. Employees may begin to feel like they are replaceable rather than valued for their long-term contributions. (MIT Sloan: The Hidden Costs of a High-Churn Workforce)

Striking the Right Balance

Ultimately, the best approach depends on the needs of the company. A thoughtful balance between internal promotions and strategic external hires can create a dynamic, resilient leadership team that drives long-term success.

12 Informative and Inspirational Videos on Leadership

1. Most Leaders Don’t Even Know The Game They’re in – Simon Sinek

Simon Sinek speaks to the challenges faced by leaders and his view on the difference between leaders and manager.

2. Jocko Willink and Leif Babin: Former Navy SEALs on how leadership defines a team

Former Navy SEALs and “Extreme Ownership” authors Jocko Willink and Leif Babin explain how leadership can directly effect the success of a team. Note, if you only read “Extreme Ownership, you’re missing their deeper and truer insights which followed with their next book “The Dichotomy of Leadership“.

3. Adam Grant: “Future Leaders Won’t Succeed Without This Key Trait”

Big shifts must happen to ready teams for a work future that requires agile thinking and collaborating with emerging tech. Organizational psychologist, best-selling author and Wharton professor Adam Grant shares research-backed strategies that help develop leaders and work relationships across an organization as well as help teams practice critical soft skills like analysis and creativity that are often overlooked and undervalued. He explains why future workers will need to become “job crafters,” and the one trait leaders won’t be able to work without. He’ll also share what a college job as a magician taught him about engaging skeptics (and prompting critical thinking) and why he swears by keeping a “To-Don’t” list.

4. Brené Brown Reveals Which Four Skill Sets Make the Best Leaders

Brené Brown talks about her new podcast Dare to Lead, what working with members of the military taught her and which five songs she can’t live without.

5. Jim Collins: From Good to Great: What Defines a Level V Leader?

What trait stands out among the greatest leaders? Ambition, talent, innovation, persistence, inspiration, perspiration? Nope. It’s Humility.

6. Patrick Lencioni – The Ideal Team Player & The 5 Dysfunctions of a Team

Lencioni specializes in helping leaders understand how team dynamics shape success and why leadership is about building trust, clarity, and accountability rather than technical expertise alone. A leader’s role is to identify and fix dysfunctions that hinder teamwork.

7. How leaders can help foster Growth Mindsets – Carol Dweck

Carol Dweck researches “growth mindset” — the idea that we can grow our brain’s capacity to learn and to solve problems. In this talk, she describes two ways to think about a problem that’s slightly too hard for you to solve. Are you not smart enough to solve it … or have you just not solved it yet? A great introduction to this influential field.

8. Angela Duckworth – Grit: The Power of Passion and Perseverance

New managers often struggle with resilience when facing leadership challenges for the first time. Duckworth’s research on grit helps leaders understand the importance of persistence over natural talent. Grit, not just intelligence or skill, is what separates successful leaders from the rest.

9. Simon Sinek (Additional Insight) – The Infinite Game

“The Infinite Game” expands on the idea that great leaders think beyond short-term wins and build long-term sustainable cultures. Leadership is an endless journey of learning and adaptation rather than a fixed skill set.

10. Liz Wiseman – Multipliers: How the Best Leaders Make Everyone Smarter

Many new managers make the mistake of hoarding decision-making authority rather than empowering their teams. Wiseman explains how to bring out the best in others. Great leaders don’t hoard knowledge or control—they amplify the intelligence and skills of their teams.

11. Marshall Goldsmith – What Got You Here Won’t Get You There

Goldsmith helps new leaders recognize that their past success as an individual contributor won’t necessarily make them a great leader—they must develop new leadership habits. Leadership success requires letting go of old habits and adopting new leadership behaviors.

12. The 5 Levels of Leadership by John Maxwell

John Maxwell is one of the most recognized leadership coaches, and his work helps new leaders understand the progression of leadership impact, from positional authority to inspirational influence. Leadership isn’t about authority; it’s about earning influence and trust.

3 thoughts on “New Managers”

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Shane says:

July 24, 2018 at 6:33 pm

Sobering but essential tips here. Great article.

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