Why do strong performers struggle when they become managers?
Strong performers can struggle when they become managers because the skills that made them successful in their old jobs aren't the same skills a manager needs. A skilled technician, nurse, salesperson, or instructor was recognized for doing their own work well. As managers, they're responsible for how well other people do their work. That depends on communicating expectations, giving honest feedback, resolving conflict, making decisions about schedules and workload, and noticing when someone on the team is overwhelmed.
There's research behind this. One study of sales workers at 214 firms found that top sellers were more likely to be promoted into management, and that the stronger a new manager's sales record had been before promotion, the weaker their team's sales tended to be afterward. That study looked only at sales roles, so it can't tell you what is happening in your organization. Still, its authors' conclusion applies more broadly: the best worker isn't always the best candidate for manager.
Common reasons new managers struggle
- Doing two jobs. They're still expected to carry much of their old workload, so leading the team gets whatever time is left.
- Supervising former coworkers. Relationships change, and giving feedback to someone who was a peer last month can be uncomfortable for everyone involved.
- Unclear expectations. No one has explained what the organization expects a manager to decide, handle, or be responsible for.
- Little preparation. They were given the title without training or practice in the parts of the job that involve leading people.
- Little support. Their own supervisor is stretched and has little time to coach them.
How do we find out what's getting in their way?
To find out what is getting in your new managers' way, ask the people who can see the situation from different positions: the new managers themselves, the employees who report to them, and the leaders they report to. Each group sees something the others may not. A new manager may describe a workload that leaves no time for the team, while their employees describe feedback that never comes and their own supervisor realizes no one ever explained the role.
How you ask matters. New managers may be reluctant to admit to the person who promoted them that they're struggling, and employees may hesitate to criticize their manager. Conversations led by someone outside the reporting line, or questions people can answer without being identified, make it easier for people to respond candidly. Whatever you ask, be prepared to act on what you hear and to tell people what will change.
Then look for patterns. If most of your new managers describe the same difficulties, start with how your organization prepares and supports people for the role. If one manager is struggling while others in similar roles are not, look at what that person and that team need. How do I find out what my employees actually need? covers how to ask in a way that gets honest answers.
What kind of support helps a new manager succeed?
The support that helps a new manager succeed depends on what you learned about why they're struggling, and it usually combines clear expectations, time to lead, practice with feedback, and someone to turn to. Training can be part of it, as long as it gives managers practice with the conversations and decisions they'll face in their own jobs.
Support worth considering
- Clear expectations. Write down what the organization expects from a manager in this role: what they decide, what they're responsible for, and how their work as a manager will be judged.
- Time. If they're still doing much of their old job, decide what someone else will take on so they have time to lead their team.
- Practice with feedback. Give them chances to practice difficult conversations, such as giving critical feedback or addressing a conflict, and to talk through afterward how it went.
- Regular time with their own supervisor. A standing conversation about what is going well, what is hard, and what they're unsure about.
- Peers and mentors. Other managers who have been through the same transition can help, so no single person has to provide all of the support.
Support shouldn't mean taking problems out of the new manager's hands. People learn to lead by working through real situations with someone available to help, which means pairing high expectations with meaningful support. Pay attention to their wellbeing as well: a new manager who is stressed, overwhelmed, and unsure whether they're capable of the job has less to give the employees who report to them.
If you're planning training for new managers, Why do employees roll their eyes at our training programs? covers what makes training worth people's time, and How do I know if our training is worth what we spend on it? covers how to tell whether it helped.
The Grantibly perspective
Angelika's perspective
I'm particularly interested in the relationships between employees and their supervisors and leaders, and how those relationships influence people's sense of belonging, motivation, wellbeing, and willingness to stay. New managers are at the center of those relationships, and supervisors and leaders need support themselves if they're going to support their employees sustainably.
When someone you promoted is struggling, the goal is to understand what is happening and why, without blaming anyone or expecting perfection. Then the organization has to be willing to make the changes that would help, whether that means redistributing workloads, developing leadership skills, changing how people are prepared for the role, or leaders changing their own behavior.
As former professors and educators, we understand how people learn. In my work on persistence, I've written that support shouldn't mean rescue. The same is true for new managers: they grow when someone holds high expectations for them and is also there to help them meet those expectations.
